Wolf Agency

Responsible for sales and operations for the social media marketing services.

Wolf Agency helps small and medium-sized businesses to raise their brand awareness, get more leads and ultimately, gain market share through website creation/design and social media marketing.

Growth & Business Development

Veriff

After 2 successful years as an SDR I was promoted to be an Account Executive.

Account Executive (Mid-Market)

Senior Sales Development Representative

107% annual quota attainment (2021)

Veriff is building infrastructure for trust. We allow any website and mobile application to match the person with a government issued ID. 

With the help of artificial intelligence, Veriff analyses thousands of technological and behavioral variables in seconds, verifying people from 190+ countries.

Sales Development Representative

Heads Up

Active selling of digital services throughout Estonia - mostly in shopping centres, door-to-door format and telemarketing. Our mission was to increase the market share of Elisa’s digital services and to give the best possible customer service.

During that time I led a team of 3.

Sales Team Manager

Sellit

During this period I helped the company to bring over 240 new clients on board. In the last month, I was TOP 2 in the team of 10.

Active selling of digital services throughout Estonia - mostly in shopping centres, door-to-door format and telemarketing. Our mission was to increase the market share of Elisa’s digital services and to give the best possible customer service.

Sales Consultant

Aitan eestit MTÜ

Commission based fundraising. During the 1 month period, I cold-called and asked donations from over 300 contacts

Fundraiser

Feeling like your brand is lost in the noise of social media? 

Wondering why your competitors’ posts seem to spark more engagement and drive more conversation?

Here’s how we might be able to help your brand:

→ Create a yearly social media strategy to help you build a long-term strong, organic presence online supporting your broader business goals
→ Manage your social media accounts and create content tailored to your brand's target audience
→ Set up and manage paid ads (Meta & Google) based on your business goals

If you're interested in improving your business social presence -> DM to see if we might be a good fit. :)


If you want to see our work, results and learn more → webwolfagency.co.uk • wolfagency.ee

Karl Võsokov

Helping revenue leaders turn sales training into seller learning.

When I first started coaching B2B enterprise sellers,
I’d never actually closed an enterprise deal.
I felt like a fraud.

I was Head of Global Sales Enablement at a billion-dollar tech unicorn.
Our win rate on $70K+ deals was stuck at 17%.
The SVP of Revenue brought me in because his sales leaders “didn’t have time” to coach.

I had loads of experience with SMB and mid-market sellers.
But enterprise? Not so much.

⸻

So I outworked my self-doubt
→ Watched 500+ hours of Gong calls
→ Studied win/loss patterns and buyer conversations
→ Built a 3-month certification on product knowledge, call scripts, and MEDDICC

The team loved it.
But our buyers didn’t.

That 17% win rate?
It didn’t budge.


That’s when it hit me
Enterprise sales isn’t just scaled-up Mid-Market.
It’s a completely different beast.

I’d been coaching sellers on what to say during calls.
But larger, more complex deals hinge on what buyers do between them.


So I shifted my focus
→ Studied consulting practices at Bain, Deloitte, and BCG
→ Learned financial modeling
→ Reverse-engineered business cases from our closed-won deals

Then I coached sellers on how to write strategic narratives, 
and gave leaders the tools to reinforce them.


That’s when everything changed
We qualified fewer opportunities… but deals moved faster.
Win rates climbed.
Contract value jumped by 15%.


Now I help B2B software sales leaders:
→ Pinpoint exactly where deals stall using AI and their actual CRM data
→ Train reps to create deal-specific business cases (not generic pitches)
→ Measure rep performance beyond just pipeline metrics and win rates


Client results:
→ Veriff → +12% win rate in 6 months
→ Qminder → 26% shorter sales cycles
→ Airship → “We would have paid 3x for this type of work”

⸻

Bottom line:
Stop telling enterprise sellers what to do.
Start showing them how to think.

If your deals are stalling and your 1:1s feel like status updates, send me a DM.

👨‍🔬 Lawrence Wayne O'Connor

Only 17% of buying time happens with sellers in the room.

Here’s how I build sales playbooks for the other 83%. 
 
Picture this:
Your champion walks into a C-suite meeting to pitch your solution.

What questions will they be asked?
What blockers will they face?
Why should anyone care?
 
These are the questions that should inform your sales playbook.
But instead, we build a rulebook filled with SOPs and ROE.
Then wonder why sellers don’t revisit them after onboarding.
 
The Buyer Decision Canvas flips this.
 It maps exactly what buyers decide when you're not in the room.
 
I use this framework with every new client I work with and have iterated on it multiple times. My goal is for it to be so clear, you can use it with your team without my help.
 
Step 1: Map the buying committee

Don't just list titles. Go deeper:
→ What are their priorities?
→ What's blocking them right now?
→ How does solving this change their world?
 
Identify the thread that connects them all.
 
Step 2: Prioritize decision criteria
 
There are 4 distinct pillars of every buying decision, but they can look wildly different from deal to deal.
→ Look at your closed won deals
→ Pick a mix of the top 2-4 components for each pillar
→ Provide decision frameworks and examples for each one.
 
This gives champions a menu of frameworks they can use.
And gives sellers the confidence to guide them.
 
Step 3: Add external proof
 
Once you’ve mapped internal consensus and outlined decision logic, it’s time to build your supporting evidence.

→ Customer references for each stakeholder type
→ Research that backs your claims
→ Buyer stories that mirror their situation

Now you’ve gone from static rulebook collecting dust in your CMS
to a living, strategic guide that your sellers keep coming back to.
 
When done right, this serves as the source code for all the messaging on your enterprise deals.
 
Which underrated deal component do you see most on your closed won deals?

Lawrence Wayne O'Connor

Buyer-Centric Playbooks for B2B Sales Teams | Founder @ Storytechr | Former Global Head of GTM Enablement

Sales leaders, want to make sure your sales team learns absolutely nothing next quarter?
Be sure to rotate training topics weekly.

After all, training is just like sales:
It’s a pure numbers game.

While your competitors are wasting time going deep on the same discovery framework for an entire quarter,
you could be covering Discovery, Negotiation, Objection Handling, AND Demo Tactics.

Imagine how much smarter your reps would be?

[Exit Sarcasm]

I’ve made this mistake before and it’s exhausting for everyone involved.

This is the exact type of thinking that leaves sellers drinking from a firehose of information with little to show for it.

If you want to ACTUALLY move the needle, stop treating cognitive capacity like an infinite resource.
Treat it like a financial budget.

Here’s a 9-Box Capacity Model developed by Whitney Sieck, CPTD® Mark Kosoglow, and Katie Van Hoomissen. I use it to help clients determine what actually fits in a quarter:
1. Inventory: List every initiative the business wants.
2. Score: Plot them on the matrix (Difficulty of Change vs. Depth of Skill).
3. Budget: Draw the line (I typically set the capacity at 16). If you exceed the points cap, you cut.

In the chart below, look at the Blue Star (Deal Review Cadence).
It costs 7 out of 9 points. Why so expensive?

Because we aren't just doing a webinar. We are aiming for Mastery of a Mid to High-Load process:
• Month 1: Methodology basics + Reinforcement.
• Month 2: Internal practice & Live fire call teardowns.
• Month 3: 1:1 Manager sessions & feedback loops.

That single initiative eats up nearly half the team's cognitive budget for the quarter.

The real conversation: ”What are we going to have to cut to make sure our most important initiatives stick?”

Look at the Red Square (Social Selling).
Great idea. High value. But we didn't have the budget left. So we deferred it to Q2.

That's the difference between a "Training Calendar" and an Enablement Strategy.
One is a wishlist. The other is a contract.

Don't just "train." Build a rhythm that respects cognitive load and drives true behavior change.

How's your team's "Cognitive Budget" looking for Q1?

AI is making your sellers faster, 
but it’s also making them dumber. 
Here's the 3-part system I use to fight brain rot.
 
AI promised sellers it would handle the "admin", so they could "focus on selling."
But when you automate the output, you also delegate the thinking.
 
So you end up with: 
→ Beautiful business cases that champions don’t use. 
→ Well-structured call notes, but no clear plan of action. 
→ Leaders wasting time watching calls to find the reality the AI missed.
 
Giving reps AI without guardrails is like strapping a rocket launcher to a tricycle.
It doesn't matter how powerful the engine is if they can't steer.
 
To aim that power, you need a guidance system.

Here’s mine:
 
1. The Vehicle (The Business Case) 
The shared narrative your champion drives internally.
 
Begin co-creating this with your buyer after the first meeting. If you can’t fill in the sections, you don’t have a deal yet. This becomes the diagnostic tool that guides your champion between meetings.
 
2. The Map (The Strategic Account Plan) 
The roadmap for advancing the deal.
 
The Business Case is brief; the Account Plan is thorough. 
This is your internal project plan. It forces you to map stakeholder dynamics, identify gaps, and gather the evidence you need to win.
 
Without it, you’re sending reps into battle with a sling shot.

3. The Dashboard (The Deal Review) 
The objective reality check on deal health.
 
I’ve seen both sellers and buyers lie to themselves about timelines. This removes the emotion. It creates an unbiased report on if and when the deal will actually get done, so you can forecast without the guesswork.
 
How they work together:
 
1. The Business Case highlights the deal gaps (Buyer).
2. The Account Plan creates the plan to fill them (Seller).
3. The Deal Review tracks if the plan is working (Leader).
 
When you get these right,
AI goes from admin assistant that polishes your words.
to strategic sparring partner that punches holes in your logic.
 
Question for sales leaders: Which part of the system is your team weakest on?
 
1. The Map (Strategy)
2. The Vehicle (Consensus)
3. The Dashboard (Reality Check)

Your rep just nailed discovery.
3 months later → Closed Lost (No decision).
This is the problem with scoring sales calls.

We all know manual call scoring was broken. It didn't scale, it was subjective, and managers never had time for it. 

Then AI arrived. Now, tools can score calls instantly. Reps get immediate feedback. Leaders get total visibility.  

It sounds like the perfect solution, but it’s actually a trap. 
We just automated the measurement of the wrong thing.  

Here’s the real issue: 
What your reps SAY during calls isn’t directly connected to what your buyers DO between them.  

While your sellers are role playing discovery questions and objection overcomes,
Your champion is sweating bullets prepping to present their initiative to leadership.

The final exam isn’t the call itself. It’s the output of that call: 
A narrative business case that champions actually use to get deals done.

That’s why I help teams design their business case template, then develop an objective scorecard (with examples) they can coach to.

Call scoring is about compliance. 
Business case scoring is about creation. 

Call scoring is about measuring seller adoption. 
Business case scoring is about measuring champion activation.

Call scoring answers, “Did they say it?” 
Business case scoring answers, “Can they use it?”

Here’s the part most teams miss: 
A Business Case score isn't a grade. It’s a roadmap. 

When a rep sees their "Case for Change" is only a 2/5, they know exactly what to do next. 
They don't need a lecture. They need to go back and ask better questions. 
The score drives the behavior.  

And for your managers? It solves the bandwidth problem.

Instead of spending 60 minutes to score one call,
They score 8 business cases and get their Sunday nights back.
 
A study run by Fluint found that deals scoring 72% or higher are 60% more likely to close.  

Call scoring measures effort. 
Business case scoring measures probability. 

Which score would you rather bet your forecast on?

taplio

The Battle

Karl Võsokov

👨‍🔬 Lawrence Wayne O'Connor

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taplio

The Battle

Karl Võsokov

👨‍🔬 Lawrence Wayne O'Connor

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);}👨‍🔬 Lawrence Wayne O'Connor's LinkedIn Performance

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Performance Score👨‍🔬 Lawrence Wayne O'Connor's LinkedIn Performance