Purpose Productions Pty Ltd

We exist to give people a voice and to empower them with the best visual media. 

Purpose Productions is a Melbourne-based production business that specialises in creating video for professional services. We help lawyers, marketers, consultants and other professionals create great video content. This could be for your new website, product or service, or maybe you want to start video marketing with regular content?

We make the entire process simple, fun and effective.

Creative Director

Creative Director | Co-host of Scale | Speaker | Founder | BJJ White Belt

James, a true testament to perseverance and entrepreneurial grit, began his venture, Purpose Productions, in 2017. Hailing from modest origins in Melbourne's public housing, James's journey is a remarkable tale of triumph over adversity.

With a keen eye for opportunity and a knack for building relationships, he swiftly grew his business, assembling a dedicated team and securing major clients like National Tiles, Lander and Rodgers, Cygnett, Deakin University, and the Australian Government.

Over the past seven years, Purpose Productions has flourished into a respected entity in Australia's business realm, offering high-quality video production services to clients across the nation. James's recent endeavor, the podcast "Scale," caters to entrepreneurs seeking insights into scaling and selling their businesses, showcasing his ongoing commitment to innovation and education.

James's story serves as inspiration, illustrating how determination and resourcefulness can turn humble beginnings into remarkable success stories.

James Shadrach

Building Sales Teams That Outperform 🚀

I'm the Co-Founder & Co-CEO of Grw - the Autonomous AI Sales Leader. For me, Grw is the culmination of 13+ years as a seller, leader and 2 x founder in the GTM space.

Think of Grw as an extraordinarily capable sales leader who ramps up in under a week, never sleeps, never forgets, and can manage and develop unlimited people simultaneously.

One unified intelligence that supports your organization—from rep guidance, to deal coaching, to role-play practice, to strategic planning—while working cross-functionally and without the bandwidth constraints of humans.

My journey in 'sales' began when I dropped out of college at 19 to lead revenue for a tech startup. After 6 years of exceeding targets & building teams for others, I founded New Zealand's top revenue acceleration consultancy 'Sales Leaders' in 2018.

I've supported over 140+ companies across APAC, including a dozen fractional leadership engagements, helping pre-revenue startups through to large publicly listed corporations. I've helped generate $100s of millions in revenues through scaling & transforming revenue functions.

In 2020, I co-founded 'Apprento', a hybrid sales training and staffing firm. Working with ~100 companies Apprento halves ramp times, ensures quotas are hit, whilst reducing new hire failure rates to less than 3%. I sold the majority of my stake in Apprento FY24.

Grw AI began when I teamed up with Alistair McLeay (experienced founder & Cambridge Masters in Machine Learning) and Dan Ash (data scientist, full-stack engineer & product leader) to transform sales workflows with AI. 

Outside of business, I enjoy interviewing global thought leaders for my 'Rev-Up Sales' podcast, poker & boxing. If you want to talk ‘sales’ and ‘coaching’ DM me 😊

Alex McNaughten

Most "bad sales hires" aren't bad hires.

They're good people you failed to ramp.

I've seen this pattern over and over in 13+ years of GTM:

→ Hire a rep with solid experience 
→ Hand them a Notion doc and some call recordings 
→ Check in when you remember (which isn't often) 
→ Wonder why they're struggling at month 4 
→ Have a "performance conversation" at month 5 
→ Part ways. Blame the hire. Repeat.

The rep isn't the problem. Your ramp is the problem.

But you don't have time to fix it because you're too busy managing the 5 other reps who also aren't getting enough of your attention.

See the loop?

Here's what no one wants to admit:

When a stretched sales leader hires someone new, their available time goes DOWN, not up.

New hire needs onboarding 

→ You have less time Less time 
→ Worse onboarding Worse onboarding 
→ Slower ramp Slower ramp 
→ You carry their deals 
→ Carrying their deals = Even less time

You hired to get leverage. You got the opposite.

The math that should scare you:

→ Average AE ramp: 3+ months 
→ Average AE tenure: 13 months 
→ That means they're only fully productive for 10 months 
→ And if they churn early? You lost money on the hire.

What actually fixes this:

Stop treating ramp as "training week + figure it out."

Start treating it as a system that runs whether you're available or not.

That's why we built Grw AI. An AI agent that works deals with your reps, in the flow of work: 

→ Coaching on their actual deals (not generic roleplay) 
→ Every deal, every day (not when you have time) 
→ Visibility into where they're stuck (before month 4)

New hire ramp shouldn't depend on a stretched leader's calendar.

How many "bad hires" were actually bad ramps?

Customer messages like this are why we keep building.

Henry: "i f*cking love this product"

Laura: "GRW has massively leveled up our sales game in just 2 weeks."

At Grw AI we're building AI that runs your sales team with you. 

Not another dashboard. Not another tool to check. 

An AI sales agent that lives in Slack and does what you don't have time for—preps calls, inspects deals, analyzes your pipeline, proactively coaches your reps.

When customers message you like this unprompted - it feels damn good AND we still have lots of work still to do!

If you're a sales leader stretched thin managing a growing team, DM me. 

Happy to show you what Taylor our AI agent can do.

Most sales leaders I talk to admit the same thing:

They're reviewing maybe 10% of their pipeline properly.

The rest? They hope their reps are handling it.

Here's what that actually looks like:

❗ Deals stuck in "Demo Scheduled" for 3 weeks with no next step 
❗ Opportunities marked "Commit" that haven't had contact in 14 days 
❗ $50K sitting in pipeline that's already dead—you just don't know it yet

It's not a skill problem. It's a bandwidth problem.

You've got 6-8 reps (maybe even more). Each one has 20-40 open deals. And there's one of you.

You can't inspect everything. So you inspect what's loud - the deals reps bring up, the ones about to close, the ones already on fire.

The quiet ones slip.

We shipped something I'm really excited about.

Deep pipeline analysis—powered by Taylor, our AI sales manager.

Connect your CRM. In minutes, Taylor scans every open deal and shows you:

🎯 What's stuck
🎯 What's at risk
🎯 What needs your attention right now

Not a dashboard. Not a report you have to interpret.

Actual answers: here's what's broken, here's what to do.

One sales leader ran it last week.

Found 3 deals he'd basically forgotten about. $60K just sitting there.

Two of them closed within 14 days once his team actually worked them (with Taylor's help).

He also figured out why they'd lost a few recent deals thanks to Taylor's analysis. 

If you're running a sales team and feel like you're flying blind on half your pipeline, DM me. 

Will get you access.

90% of your pipeline is completely uninspected.

Not because your managers don't care. Because math.

One manager. Eight reps. Thirty deals each.

That's 240 opportunities.

Weekly pipeline review? Maybe you get to 25 if your're efficient.

The other 215 sit there. Drifting. Stalling. Dying quietly.

We've built entire GTM stacks around generating pipeline.

We've invested almost nothing in actually inspecting it (let alone helping coach the reps to win more deals).

So deals slip. Forecasts miss. Reps repeat the same mistakes because nobody saw them in time.

The bottleneck isn't pipeline.

It's management capacity.

And no amount of dashboards fixes the fact that there aren't enough hours in the day to actually look at the deals.

This is exactly why we built Grw.

Not another dashboard. An AI that actually inspects every deal, every day - and then helps teams to advance the opps. 

What's your real inspection coverage?

Was reflecting on the 70+ interviews I've done with revenue leaders over the last 3 years.

I kept looking for the common thread and on the surface there didn't seem to be one...

A physicist. A metalcore singer. A political science major. A sports coach.

No shared background. No shared industry. No shared path into sales.

But one thing showed up in every single conversation:

They were all obsessed with learning and development.

Not just their own. Their teams'.

Coaching wasn't a nice-to-have. It was the job.

The irony for most leaders:

Those who care most about coaching are often the ones with the least time to do it.

Stretched across too many reps, too many deals, too many fires.

The will is there. The hours just aren't.

We don't have a coaching culture problem. 

We have a capacity problem.

LLMs are the average of the internet...Your GTM can’t be.

DIY AI gets you ~80% of the way there fast.

And it feels good to hack something together in a weekend.

You connect Hubspot/Salesforce + call transcripts. 

You build a RAG. You get a few “holy sh*t” moments.

Then you hit the part that separates “useful” from “revenue-grade”...

The last 20% is the difference between 'that's cool' and 'I can't live without this!'

We have seen organizations commonly get stuck in a few places:

First: handling vast context without making things up. Thousands of notes, calls, emails, product facts, pricing rules, exceptions… and one hallucination nukes trust (and revenue).

Second: integration complexity. Permissions matter. One brittle connector and your “system” becomes a demo.

Third: New models ship weekly. Different tasks want different models. Without routing + evals, you’re constantly rebuilding and/or falling behind.

But there’s a fourth one most teams miss:

Behavior.

LLMs are optimized to please you.

Revenue is won by what’s true.

Most AI optimizes for agreement.

Great GTM leaders optimize for truth. 

When a rep is rationalizing a deal, you need AI that has the spine to say:

 🎯 “That’s not evidence.”
 🎯 “That’s a story.”
 🎯 “Here’s what’s missing.”

That’s why DIY becomes, in the words of one customer who started DIY: “sometimes good.”

And “sometimes good” eventually gets ignored.

In GTM, “mostly right” is still expensive.

We spend millions generating pipeline.

We spend a fraction making sure it gets worked properly and actually closes.

GTM budgets pour into demand gen, SDRs, intent data, ABM, events, content.
All to get opportunities into the funnel.

Then what?

We've got tools that show us what's happening. Dashboards. CRM reports.

But visibility isn't inspection, let alone action!

Someone still has to review every deal. Spot the risk. Decide what matters. Coach the rep. 

And that someone is a manager stretched across 200+ opportunities.

So deals drift. Follow-ups slip. Winnable opps die silently.

We've invested heavily in pipeline visibility.

We've barely invested in pipeline action.

That's the gap.

Visibility without action is just expensive reporting.

We built Grw AI to close that gap—AI that inspects every single deal and guides everyone on what to do next.

You're at a startup and you have the title of VP Sales.

But you're also the deal desk. The RevOps team. The trainer. The call reviewer. The forecaster.

And somehow still expected to be a "strategic leader."

Here's what no one told you when you took the job:

You're in the hardest role in B2B sales.

Big enough team that you can't coach everyone properly. 

Small enough company that you don't get a management layer.

So you do everything.

Monday: Pipeline review. But it's really just a status update because you haven't had time to actually inspect the deals.

Tuesday: "Coaching" session. But you're winging it because you haven't listened to their calls in weeks.

Wednesday: Forecast call with the CEO. You're guessing. And you both know it.

Thursday: New hire's struggling. You should be running a proper ramp program. Instead you're handing them a deck and hoping they figure it out.

Friday: Finally have time to do a deal review. But now you're too fried to be useful.

And you're even still very involved in selling key deals yourself. 

Sound familiar?

This is what "stretched thin" actually looks like.

Not lazy. Not incompetent. Just mathematically impossible.

You're trying to do 3 jobs: 

→ Frontline manager (coaching reps, reviewing calls, developing skills) 
→ RevOps (pipeline analysis, forecasting, deal inspection)
→ Strategic leader (hiring, process, working with execs)

And you have the bandwidth to do one of those well. 

The uncomfortable truth:

You're not failing because you're bad at this.

You're failing because you've been set up to fail.

Something has to give.

Usually it's the coaching. The deep work. The stuff that actually moves numbers.

What I've learned after 13 years in GTM across 100's of orgs:

The answer isn't working harder. It's recognizing what you physically cannot do - and finding ways to extend your capacity.

Not delegation. Not "prioritization."

Systems that do the work you don't have time for.

If you're a VP Sales running a team solo - what's the first thing that slips when you get stretched?

AI gives everyone the impression they can build anything.

And it's true - it can get you 70% of the way there.

That last 30% is where DIY AI dies.

Every sales leader I meet is doing some version of this: → Pasting transcripts into ChatGPT → Building custom GPTs with prompts → Hacking together workflows that kind of work

And it feels like progress. Because 70% is a lot.

But here's why it always hits a ceiling:

1. The Average Advice Problem

ChatGPT gives you the average of the internet.

Ask it to write a discount email? It'll happily help you give away 35% instead of pushing back and telling you to hold the line.

It's trained to be helpful, not to be right.

2. Context Limitations

Try loading all your training material, frameworks, objection handling, and coaching approaches into a GPT.

It breaks.

The volume of context a real sales org needs is way beyond what a prompt can hold. You end up with a tool that knows a little about everything and not enough about your deals.

3. Hallucination Risk

AI confidently makes things up.

In sales, that's dangerous. Reps presenting case studies that don't exist. Quoting testimonials you never got. Referencing features you don't have.

One hallucinated "customer story" and you've lost trust forever.

4. Behavior Modeling

There's a huge difference between an AI that answers questions and an AI that coaches.

Coaching means Socratic pushback. Challenging the rep. Not just giving them the answer they want.

That requires deliberate design - not a prompt that says "be a sales coach."

5. Integration & Data Orchestration

Pulling real-time context from your CRM, call recordings, emails - that's an engineering problem.

Keeping it synced. Handling permissions. Different formats across systems. Then actually making the AI use that context intelligently.

You're not building a prompt. You're building infrastructure.

6. Keeping Up with AI Evolution

Understanding a specific use case deeply is a full-time job.

Evaluating every new model, deciding what to use for which problem - that's another full-time job.

Doing both while running a sales team? Not realistic.

The 70% trap:

DIY AI is fast to start, impressive to demo, and impossible to finish.

That last 30% - the part that actually makes it reliable, integrated, and useful every day - is where most people quit.

You can hack together something that feels like progress.

You can't prompt your way to a system that runs your sales team with you.

That's why we're building Grw.

Which of these walls have you hit? Or are you still in the "this is working fine" phase?

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James Shadrach

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