Kevin Mulrane

Experienced Revenue Leader with a demonstrated history of building and scaling revenue teams across sales development, new business acquisition, retention & expansion, sales operations, and sales enablement. Skilled in Negotiation, Revenue Growth, Customer Relationship Management (CRM), Team Building, Sales Operations, Customer Experience, and Deal Closure. I have worked across different departments such as sales enablement, sales operations, internal recruitment, Customer Experience, and marketing.

VP of Sales

When buyers push back on price, they're rarely only talking about price.  Its usually one of these signals. 


- Business case isn't clear
- Not a huge priority 
- Internal risk of making a change is too high. 

Lowering the price might reduce financial risk but it doesn't reduce strategic uncertainty. Don't just throw out a discount ask questions.  

Try this instead..

1️⃣ Clarify the cost of staying the same
 Instead of defending price, ask:
 – “What happens if you don’t solve this in the next 6–12 months?”
 – “Who feels the impact if nothing changes?”
 – “How are you measuring the cost of the current state?”
If the status quo feels cheap, your solution will feel expensive.

2️⃣ Test real urgency
 – “Is this a Q1 priority or a ‘nice to improve’ initiative?”
 – “What else is competing for budget or priority right now?”
 – “If this doesn’t get approved, what shifts internally?”
You’re not pressuring. You’re diagnosing.

3️⃣ De-risk the internal decision
 Price objections often mask internal fear. Try:
 – “Who would need to feel confident for this to move forward?”
 – “What would make this feel like a safe decision?”
 – “Where do you anticipate internal pushback?”

What else am I missing??

VP of Revenue at BioCentury | Advisor | Pizza and Wine Enthusiast

Most sales teams don't have a coaching problem. They have a feedback-overload problem.

I've seen it happen over and over. A manager listens to a call, spots 10 things wrong, and unloads all 10 in the debrief. They walk away feeling productive. 

The rep walks away confused and deflated.

That's not coaching. That's noise.

The best managers I've been around do something that feels almost too simple. They pick ONE thing. They go deep on it. They don't move on until it sticks.

But here's the part that separates good coaches from great ones...

They ask more than they tell.

"How do you think that call went?" "Where did you lose them?" "What would you do differently?"

When a rep can diagnose their own performance, you've done something that matters. You've built self-awareness. And self-awareness compounds.

I've watched average reps become top performers. Not because they got more talented overnight. But because someone finally took the time to coach them with intention.

Your reps don't need more feedback dumped on them.

They need a coach who gives a damn.

Are your managers actually coaching? Or just filling the time between calls?

🏄‍♂️ Scott Leese

Co-Founder

6x Sales Leader - 4x Founder - 3x Author - Sales Consultant + Advisor - Diversified Entrepreneur

I help founders and revenue leaders scale better, and have the results to prove it. Having worked with 12 unicorns and being part of 15 exits has given me a variety of experience across segments and verticals.

Since going full time on my own, I've worked with 160+ companies from all around the world on GTM strategy and process and automation; sales playbook creation and messaging, revops processes and operational rigor, executive sales recruiting, ae coaching/training, cs expansion revenue, channel partnerships and more. 

Additionally, I coach VPs/CROs/Fractional sales leaders; run a small VC firm called Milos Ventures, and run a micro conference and podcast that provide people with a safe space to learn, grow, and develop their skills called The Surf & Sales Summit.

I've written two Amazon #1 best-selling books: "Addicted to the Process" [2017], and "More Than a Number" [2021]. I also co-authored "From Rep to Manager" [2021] w/ Ryan Walker. 

In my last operating role as the SVP Sales at Qualia, we went from zero paying customers to Unicorn status in just 3 years. I built the sales motion and team from scratch, as we built the first settlement system in the title industry to take advantage of modern technology.

I have spent my entire professional career building and scaling early stage startups, and have a proven track record of lifting organizations to new heights with limited resources allocated to the task at hand.

If this sounds like something useful to you, here are 3 things you can do right now:

- Follow me on LinkedIn - hit the "Follow" button and click the "bell" to get notified when I post
- Subscribe to my newsletter - link is in my profile under projects
- Book a call today if you are looking for the right coach or advisor

CEO & Founder

Scott Leese Consulting, LLC was founded with a concentration on strategic efficiency of your sales teams. Armed with years of industry experience - and a proven track record of success - we focus on a scalable approach to sales strategies, processes, people, and infrastructure.

We help you build revenue-driving motions across the org from strategy to powerful messaging with coaching to process, training, data strategy, recruiting and more.

The reason your sales hire failed has nothing to do with the rep.

You hired someone great.
Then you handed them a broken process, unclear ICP, no messaging, and said go figure it out.

They couldn't.
You called it a bad hire.

That rep went somewhere with infrastructure and crushed it.

Stop blaming talent for your leadership failures.

🏄🏼‍♂️ Scott Leese

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The Battle

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🏄‍♂️ Scott Leese

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Posts

Engagements

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