Bunes & Ferenczi

At Bunes & Ferenczi we believe in today’s uncertain and ever-changing environment there is a smarter and faster way for B2B Tech companies to acquire new customers than only by increasing sales capacity​.

We work with early-stage companies, companies looking to geographically expand, or someone looking to expand their solution portfolio to:
* Co-create their Ideal Customer Profiles (ICPs) in which their value creation is the highest
* Build a Serviceable Addressable Market (SAM) which is prioritized order of all the ICPs
* Audit and recommend data/analytics tools for sales and marketing to support the acquisition of customers
* Provide interim CMO/CRO support for expansion

| Co-founder |  B2B Tech Growth Strategist | 

GrowthMentor

I am grateful for the opportunity to support NEXT GEN entrepreneurs with some of my experience through specific conversations about their challenges. The best part of this? I learn so much myself every time,

Growth Mentor

GlobalGrowth Consulting (GG Consulting AB)

Experienced hands-on business executive with strong focus on teamwork and managing multi-cultural teams thrives at driving global or local growth or profitability-focused change initiatives

AREAS OF EXPERTISE
* Development and advice on Sales and Marking programmes, Business Strategy and Planning
* Design and implementation of organisational change including providing interim management  
* Deep industrial knowledge of IT and telecoms, both B2B and B2C
* Set up and management of new international businesses including creation of company structures

| Principal Consultant | Business Owner |

Bisnode

Advising Bisnode B2B Marketing Steering council with GTM plans for new offers.

B2B Sales and Marketing GTM Advisor

Vendemore

Enabling global companies to implement Account Based Marketing as a part of their marketing mix.

Developing internal sales and marketing strategies at Vendemore.

Global Account Director

GlobalGrowth Consulting & Investment LLC

Vision: 
Grow local small businesses to International medium-sized businesses

We are: 
Senior practicioners with experience from both small businesses to  Fortune 20, including experience in sales, marketing, business development, business management, and Management Consulting.  Proven track record of developing international businesses

Our approach: 
Focus on technology firms (Internet, SW, and HW) with base in Scandinavia looking for international expansion or businesses looking to expand to Scandinavia. We look for 1-4 year exclusive partnerships focusing on profitable new business. Our model can be tailored to each engagement. In some cases, we may make a significant investment in the business. However, we exclusively engage in businesses with a buy-out plan

Founder, Majority Partner, and Chairman

Libendo Education

Member of Board for holding company in Luxemburg (Avaros SA)

Member of Board

Managing the Libendo Group business across all markets

Managing Director

Member of Board Libendo Norway AS

Member of Board Libendo UK&I Ltd (Dormant)

Member of Board Libendo Sweden AB

Driving the expansion of Libendo from Sweden to UK and Norway.  In charge of all expansion work in addition to hosting the management structure, business planning, and overall sales results for the business

Global Sales Director

SPConsulting

Consultant in Change Management Practise at SPConsulting: Boutique global consulting firm based in Stockholm, Sweden

Consultant

Build HP's Direct Online sales in EMEA; employee number 1

Our team took an existing business from $35m to $105m over two years.

Consumer Online Business Development Manager EMEA

Managed a product line E2E, turning around $5m loss to $3m in profit in two years and order book grew by 30%.

Member of management board, and numerous project steering committee chairman roles as well as sponsor.

Business Line Manager EMEA

Provided country representation to EMEA based organisation for support experience and delivery models. Included business development of support services (fee based). Also included deployment of retail channel support programmes.

Consumer Support Country Manager Nordics

European Product Manager for the HP ScanJet line of products. Core focus on all 4 Ps

Product Manager EMEA

Provided final level support for WW contact centres for HP ScanJet products. Would drive current engineering for updates of current products and ensure fixes were transferred to the development of next generation products.

Escalation Manager

I help B2B Tech companies to grow by focusing on the right customers.

I am passionate about B2B tech, but more passionate about the customer value deriving from deploying the right technology. 

It’s always about the customer, and it’s always about the value they get from technology.

The rest are just means to an end.

I am your international businessman of mystery! 

I have lived and worked in Norway, US, Germany, Switzerland, and Sweden.

I am like the business equivalent of the Swiss Army knife, a utility you can use to solve many a challenge. 

I have done sales, marketing, financial management, management consulting, P&L ownership, product management, customer support/operations, escalation management, Account Based Marketing, EdTech, AdTech, MarTech, B2B, B2C, B2B2C. You name it, I have done it!

I have worked for myself, in an organization with four people, in an organization with +300,000 employees and anything in between.

Hans Bunes

MSP Sales Partners

We help IT and MSP businesses transform sales into their superpower. 

Our services include: 

- Sales training & coaching for closers
- Sales community and training for SDRs/BDRs
- Fractional sales and marketing leadership
- Sales audits and process assessments
- And more

Whether you need strategy, execution, or team development, we deliver results that move the needle.

Founder & Chief Revenue Officer

Repeatable Revenue Ventures

Elite Growth Studio + Venture Fund For B2B Founders Ready To Scale

We select a handful of ambitious B2B companies each year, providing the expertise, capital and resources needed to achieve 3-5Х growth and build a premium exit-ready asset.

Managing Partner

RJG Incubator

Courses, Community & Coaching to build valuable, scalable assets through proven systems and frameworks.

Some results from inside the RJG Incubator:

✔️ Close rates increasing from 26% to 44%
✔️ Doubled pipeline conversion
✔️ Millions in predictable revenue
✔️ Real enterprise value through systematic growth

We have 3 ways to help you grow:

1: Get The Roadmap Course

Our proven course for systematic revenue growth on LinkedIn, sales and internal processes. 10+ hours of practical, actionable training. 

2: Join The Community

 250+ B2B founders scaling together in a community, with access to a complete training library (100+ hours). 
 
3: Join The Accelerator

Monthly 1:1 strategy sessions with me. Providing unlimited async support, feedback and custom growth roadmap development.

Founding Member

Sales and sales management advisor for small and midsize IT business.

Expert In Residence: Sales & Sales Management

SaaS Academy

Advisor, consultant, and fractional sales executive for SaaS Academy, the largest B2B SaaS coaching & consulting program in the world.

Sales Consultant

LAW Publications

Recruited by investors to determine scalability of company and drive growth through operational and sales improvements. 

Key wins included:  
- Highest month of revenue in co.'s 45-year history
- Rebuilding of executive team
- Introduction of principles-based management culture
- Overhaul and improvement of products (including Gold Davey Award Winning product)
- Installation of company-wide CRM
- Integration of a company operating system
- Development of analytics capabilities, tools, and resources
- Professionalization of key functions in HR, production, finance, operations, and sales
- Replaced handwritten, manual processes and paperwork with automation and technology, including integration of a company-wide CRM, national rollout of iPads, installation of VOIP systems, and collaboration software.

Chief Executive Officer

U.S. Chamber of Commerce

During my career with the US Chamber of Commerce, I ascended through roles of increased scope and responsibility for the world’s largest business federation representing 3M+ businesses, associations, and organizations. 

In this role, I held primary P&L accountability for a nation-wide SME unit. I directed multiple sales and membership acquisition channels, including outside, inside, direct mail, and online sales, as well as customer services. I defined and executed the business unit’s long-term strategic direction. 

Highlights include…

~  Secured first year-over-year growth in small business membership by launching new membership model. 

~  Spearheaded initiative to boost political and special issue fundraising, which would go on to surpass membership fundraising for the first time. 

~  Increased membership engagement rates by 33x through new digital communications strategies. 

~  Relaunched Chamber’s small business online presence and deployed new digital model to acquire members.

Managing Director, Small and Midsize Business

I received a promotion to assume P&L accountability over the Chamber’s national sales and fundraising center, which oversees political fundraising, special issue fundraising, membership sales, customer service, and membership operations. 

Highlights include…

~  Achieved first revenue increase in 11 years, positioning center to become largest SME fundraising operation in the Chamber. 

~  Doubled revenue-per-sale of specific-issue fundraising by generating substantial new sales and delivering comprehensive fundraising best practice training. 

~  Fostered culture of achievement through strategic hiring, training, and motivational compensation plans.

Managing Director, National Small Business Sales & Contact Center

I advanced the company’s sales and revenue growth objectives by managing an inside sales team of the National Small Business Membership Center. In addition to recruiting, hiring, and coaching Sales Directors (as well as other sales personnel), I defined and executed sales and fundraising messaging. I managed all aspects of sales operations and quality assurance. 

Highlights include…

~  Met and surpassed ambitious sales objectives every month of tenure. 

~  Diversified and grew sales by integrating novel and innovative sales programs. 

~  Significantly enhanced sales capacity by launching recruitment and training programs to repeatedly add sales directors who performed in the upper quartile.

Division Manager, Inside Sales

Promoted three times from direct fundraising to support, manage, and lead special projects, sales divisions, and growth initiatives.

Key wins included:
- Creatively developed solutions to monetize non-paying members through partnerships with Fortune 500 companies.
- Exceeded every sales and fundraising goal.
- Supported senior management initiatives, including program to enter midmarket membership with new products, services, and offers. 
- Developed framework for the Corporate Leadership Advisory Council, a policy council for midmarket sized companies.

Fundraising - Special Projects - Corporate Relations

Various Companies

Started, sold, worked for, and advised 10+ ventures, including: 

Operating Partner - Like My Mother Does: LMMD is an entrepreneurial venture that began when the founder started making custom baby bedding on Etsy. Within months, demand dramatically exceeded capacity and the waiting list stretched almost four months long. I helped the founder turn her hobby into a boutique referral only business and discover profitability by developing financial, shipping, and inventory models; developing a pricing strategy that resulted in quadrupling prices; and updating and automating digital strategies. 

Operating Partner - After Hours Flowers: Family owned, retail florist that I co-led the turnaround of, took online, pivoted the business model away from third party wire services, and sold. 

Founder - Imagine Promotions: Founded and later sold a music promotions company that represented 20+ artists and organized  or co-organized dozens of concerts and festivals. 

Worked for and advised numerous other startups, ventures, and independent businesses.

Founder - Managing & Operating Partner Roles (RJG)

Napster (Rhapsody International)

Customer Success Specialist

Repeatable Client Acquisition & Fulfillment | Our mastermind community helps you convert online income into a real business | Book a call or DM to apply

In 2019, I walked away from the C-Suite and moved my family to a remote Mexican beach, leaving behind a successful corporate career to pursue a new path.

Prior to going out on my own, I had:

• Been recruited by private equity groups to lead turnarounds as CEO

• Spent 10 years as a senior sales executive, never missing a quota or bonus

• Received 7 promotions in 7 years, rising from sales rep to Managing Director at the U.S. Chamber of Commerce, the world's largest business federation

• Earned my Executive MBA and was invited to Beta Gamma Sigma as a top 20% student at a top 5% business school

• Founded and turned around several small businesses, two of which we sold

But I got tired of building other people's dreams while putting mine on hold. 

So, my wife and I extended a family vacation to Baja indefinitely, determined to build a new kind of business and lifestyle on our own terms.

As an independent consultant, I've had the pleasure of working with world-class clients like Dan Martell, the world's largest B2B SaaS coach; Robin Robins, the world's largest IT business coach; and other well-known names.

Through my company MSP Sales Partners, we help IT companies and MSPs scale sales through our fractional sales management and strategic consulting services that start with a proprietary 360º Sales Audit. 

Through my community, I coach other B2B founders through the process building and scaling their businesses. 

And through Repeatable Revenue Ventures, I lead the process of providing all the resources a select number of B2B businesses need to 3-5x their business, systematize growth, and exit--including the necessary expertise, people, and capital.

Visit www.RayJGreen.com to learn more.

Ray J. Green

“My wife died at 39. Her doctors never tested the one thing that could have saved her.”

That’s the hook of a post I read today on LinkedIn. 

So I read on. 

Started to feel like a sales letter. 

No way, I thought. 

Skipped to the end.

The last section? 

“Leave a note of "ENERGY" below and I will send you the clinical research on glutathione depletion—the missing piece that explains why 133 million Americans feel older than they should.”

Have we really gotten to a point in digital marketing that our spouse dying becomes a ‘hand raiser’ post littered with half-truths to generate leads? 

WTF is happening here.

CEO @ MSP Sales Partners | Man. Partner @ Repeatable Revenue | Ex-PE Backed CEO | Former U.S. Chamber Man. Director

Headed back home to Cabo to surprise our boys with the newest member of the Green family! 

First time around with a Rhodesian Ridgeback. 🤞🏼

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4 months ago I tried something that sounded woo-woo as hell to me.

“Frequency training.” I didn’t know what it meant. 

But someone I trusted, Chris Walker, had built it, and I’m experimental enough to try things I don’t understand.

My relationship with myself, my business, my family, and my time has fundamentally shifted since.

I almost didn’t write about this because I still can’t fully explain why it works. 

But if everything looks good on paper while something feels off internally, maybe that misalignment is worth exploring.

I wrote a full breakdown of it here: https://lnkd.in/ekVyU_e6

A ghostwriter told me I'm like the worst kind of client to have.

"I love you, but dude... you're so f*&^king particular."

He wasn't wrong.

He'd write a hook: "The other day I was talking to a business owner who said..."

I'd decline approval. "No I wasn't. Feels dishonest."

Or he'd take something I said about sales strategy, simplify it to make it punchy, and I'd push back: "It changes the meaning. It needs context."

I was probably insufferable.

Annoyingly literal. 
Obsessed with context. .
Adamant about it being something I'd say. 

But I wasn't being difficult for fun.

I was running into a problem a lot of founders run into with content:

I had 3 goals for content - that seemed to conflict with one another: 

1. Grow the business (MSP Sales Partners, Repeatable Revenue Ventures)

2. Teach what I know and what I'm learning 

3. Actually enjoy creating content

Content that got leads?
Burned me out saying the same shit.
Felt robotic. Like an assembly line. 

Content I enjoyed creating?
Grew an audience and followers.
But didn't grow the business.

Systems to make it easier (ghostwriters, AI, etc.)?
Made content distribution easy.
But compromised authenticity.

I wanted to create content I wanted to create. 

I wanted it to be authentic to my voice and beliefs. 

I wanted it to grow the business. 

After 6 years of jacking around with content systems and strategies, I have one that feels sustainable, effective, and enjoyable.

I break it down here: https://lnkd.in/eA6W8tRq

One of the first things I did as a sales leader was kill the call minimums.

My COO thought I was insane.

I'd just taken over a team that was required to make 100 calls a day.

Every day. No exceptions. Volume was king.

And I eliminated it.

And what happened next? 

Revenue per sale doubled.

We led the first membership increase the organization had seen in a decade.

Then we hit our number for 10 years straight—through economic crashes, political chaos, and everything in between.

But the part most sales leaders won't admit...

Managing to activity metrics is the easy way to manage.

It's measurable. It's simple. Anyone can do it. 

It's not hard to stand over someone's shoulder and say "make more calls."

As counterintuitive as it sounds, it's also killing your results.

Most sales teams are optimized for the wrong thing. They're cracking the whip on volume while their best producers get written up for not hitting call counts—even though they're crushing quota.

There's a threshold. A specific point where more activity actually decreases results.

And most managers never find it because they're too busy counting calls.

I break down the exact framework (the Laffer Curve applied to sales) and why this matters more now than ever with AI about to eat every volume-based sales job alive.

Here's the podcast: https://lnkd.in/e7KN2JBu

CEO @ MSP Sales Partners | Helping MSP Founders Build Sales Teams That Actually Sell | Ex-PE Backed CEO | Former U.S. Chamber Managing Director

Almost everybody that's come in our house this past week has stopped as soon as they've walked in and said, "Holy shit."

My wife has the house completely decked out for Christmas.

She doesn't buy decorations—she buys individual wreaths, ornaments, and strands of lights, then builds everything from scratch.

Every year it's different. Every year it's bigger.

So I asked her the other day: "How much of this do you know what it's going to look like before you get started?"

She said, "None of it."

I said, "What?"

She goes, "Yeah. I usually know the color theme. And then I just go from there. I make changes, steal stuff from one room to put in another, keep going. At some point it's never perfect, but it's good enough to move to the next room."

Listening to her, the metaphor for business could not be clearer.

We glorify crystal clear vision.

The Bezos-level prophecy of exactly what you're building.

But the reality? Most successful entrepreneurs will tell you they kind of knew what they were doing at first, but the thing took on a life of its own.

Steve Jobs said you can really only connect the dots in hindsight. That's more often the truth.

You've got the general theme. You get going. The process opens up options you couldn't have forecasted. You make new choices. And it's never done—just like art.

If you don't have absolute clarity, perfectly fine. You just need to love the process. Because the process itself will give you the energy to power through the obstacles—the strands going out, the ornaments breaking, all of it.

In today's podcast I break down the two ways to build:

1/ The Bezos clarity (minority) or

2/ The Jobs artistic process (majority).

And why loving the process might actually be more important than having the perfect blueprint.

Listen here: https://lnkd.in/eaa4f96B

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I screwed up my knee a couple weeks ago by not listening to my physical therapist.

Supposed to go 3 miles. Went 6 instead.

Had to call my wife to pick me up.

And while I was sitting there waiting, I realized something that applies to business:

The same grit and determination that makes you successful can become your biggest liability.

Here's how it works:

You achieve success through raw determination.
Push through when others quit.
Will things into happening.

That creates a feedback loop. Your brain learns: When I persist, I win.

So you keep using that tool. For everything.

Business model problem? Push harder.
Product-market fit issue? Work longer.
Team challenge? More effort.

But some problems require you to stop. Pivot. Reassess.

And that becomes the actually hard thing to do.

Because stopping feels like quitting. And you've been rewarded your entire life for not quitting. "Quitters never win" right?

The data points that worked before are now misleading you.

The ability to push on when others don't is a strength. It's one tool at your disposal.

But having a hammer doesn't make everything a nail.

In this episode, I break down how to recognize when you're using the wrong tool—and what happens when grit becomes the thing holding you back.

Because knowing when to stop might be harder than knowing when to keep going.

Listen here: https://lnkd.in/ehHtYdsz

Monday, December 1: I'm doing accountability checks with sales reps in our fractional sales management program.

We get to one of our newer reps.

He's been ramping for several months.

Training.
Classroom work.
Role plays & start generating pipeline.

Now it's time to focus on putting some wins on the board.

So I ask: "What's on the calendar? What's in the pipeline?"

Nothing.

No sales.
No deals in pipeline.
No meetings booked.
No active leads.

If I'm that salesperson, I'm thinking: "It's fucking time GO TIME."

I've got one goal—get sales—and one way to influence that: VOLUME.

Activity.
Calls.
LinkedIn.
Networking.
Whatever it takes.

So I ask: "What's the game plan for this week?"

Him: "I've got some follow-ups to do." 

Me: "How many?" 

Him: "4 or 5."

Me: "And what are we doing with the other 7 hours in the day?" 

Him: "I'm not sure yet." 

This exchange lasted a couple minutes before I stopped the meeting. 

Dude. You've got no sales. No pipeline. No leads. And you control ONE thing: how you use your time to generate some opportunities. And you have NO plan for that?

Two things kill salespeople:

Not respecting your time.
Not having an ownership mindset.

After this meeting I recorded a podcast breaking down exactly how to fix both—including The Perfect Week framework for planning your calendar.

Listen here: https://lnkd.in/eUXAu92q

I've talked to business owners who have allowed a problem to exist in their business for years.

Years!

Because they don't want to have the uncomfortable conversation.

That person everyone likes who's trying really hard but not getting results.

And you've got to go have that conversation and say, "Hey listen, appreciate everything you're doing, but you're not getting results and if we don't see some changes then we need to make some changes."

And you've got to deal with the discomfort that leads up to that conversation and during that conversation.

So most people just avoid it. Days go by. Weeks. Months. Years.

They feel bad.
The timing's not right.
They have something going on.
They'll get to it at some point.

There's rationalization, justification, making excuses for avoiding problem-solving.

But problem-solving is our job.

Avoiding those conversations means we are avoiding our job. It is negligence.

Here's what helped me: reframing how I think about these conversations entirely.

Instead of focusing on the 30 minutes of discomfort, I focus on what happens after.

After that 30 minutes, I've had the conversation. I'm potentially going to get the results I want. I've done my job. That feels empowering.

When you have that conversation you've been putting off, afterwards you go: "Damn. I should've done that a long time ago."

You feel stronger.
You feel better about yourself.

I just wrapped up several hours of these conversations stacked in a row today.

Even though I've done this for a long time, going in still kinda sucked.

But afterwards? Great. Like it always is.

Afterwards, I recorded a podcast breaking down the exact reframe that made having hard conversations addictive for me—and why the discomfort of avoiding them is actually worse than the discomfort of having them.

Listen here: https://lnkd.in/eDrZw5RF

I've been giving incomplete advice.

For a long time, I've been telling people: "Focus on one thing. One constraint. One focus."

A couple weeks ago someone on my team quoted my own content to me though. 

They said, "You preach ONE thing. So we should use ONE metric to measure." 

But, when it comes to measuring progress, you typically don't want to measure ONE thing.

You want TWO.  

Meaning: One CONSTRAINT. Two METRICS.

Because having just one metric can lead to problem. 

For example, at the U.S. Chamber, I focused only on generating more revenue.

We went to the biggest contributors and got them to give more. Revenue went up. But membership renewals started to decline.

This happens all the time.

BDRs measure appointments set. But no one shows. Or none of the meetings lead to sales.

For content? You could have 100,000 YouTube subscribers... with 3 views per video and no leads. 

The fix: Pick your primary metric. Then ask yourself how you'd game it if you wanted to hit the number without getting the result.

That answer becomes your second metric.

Revenue and retention.
Close rate and total pipeline.
Appointments and sit rate.
Volume and engagement.

Two metrics that compete.
Two metrics that keep each other honest.

One constraint to solve. Two metrics to measure it.

I recorded a quick podcast diving deeper on this here: https://lnkd.in/e5FhFPDy

Most traditional advice tells you to be kinder to yourself.

Silence that inner critic.

Quiet the voice that says you're not doing enough.

Stop pushing yourself so hard.

I tried all of that for years.
It made everything worse.

So I did the opposite.

I leaned into the voice in my head that constantly said "you can do better."

And that decision changed everything.

Here's what I've realized: The inner critic traditional advice told me to silence?

It's been my biggest competitive advantage.

It's a feature to be leveraged. Not a bug to fix. 

I went from a family with addiction, broken homes, and no college education to raising my kids in Cabo with a life I couldn't have imagined.

That didn't happen because I learned contentment.

It happened because I refused to accept lower standards.

But there's a critical distinction that makes this work without destroying your mental health.

And if I'd missed that, I would've burned out entirely.

But if you get it right, it becomes fuel.

I shared a personal podcast with two things I did to turn my inner critic into a strength instead of fighting it.

This perspective won't land for everyone—and that's fine.

But if you've got that same voice and you've been told it's a problem?

You might want to hear this.

Listen here: https://lnkd.in/evdj5swT

P.S. Fair warning: I hold myself to higher standards than most people around me. If that sounds exhausting, this probably isn't for you.

taplio

The Battle

Hans Bunes

Ray J. Green

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The Battle

Hans Bunes

Ray J. Green

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Ray J. Green's LinkedIn Performance

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