👩🏻‍🏫 Krysten Conner

🚫pipeline anxiety l Terrible dancer l Always a Teacher 🦄🦄🦄 ex Outreach, Salesforce, Tableau 👉🏼👉🏿👉🏽 Click bell/top right to be notified when I post 🔔

You’re not trying to “hit quota.”

You’re trying to become the kind of seller who can repeat top performance across territory changes, market shifts, and new quarters.  

Not with luck. Not with late-quarter heroics. With a *system*.


Most AEs can have a great quarter.  

Consistent top performers have a way of operating that creates sustainable, repeatable results.

That’s what I teach.


I spent 12 years selling Enterprise deals at Salesforce, Tableau, and Outreach. I eventually broke records, 14X’d territory expectations, and ran a 47.6% win rate. But I didn't start that way.

The biggest shift I made wasn’t a new script or a new tech stack.

It was learning how to sell like a top performer actually sells:

✅Reduce confusion (connect the dots, make WIIFM obvious, reduce friction)
✅Run discovery that’s **direct and tactful**
✅Multi-thread early and build real champions 
✅Win the 95% of the sales cycle that happens between meetings
✅Act like a **Sherpa**: guide the buying journey so your buyer never has to guess what’s next


If you’re a rep who’s already performing and you’re thinking:

“I don’t want to be a one-hit wonder.”  

“I want to be on the leaderboard… consistently.”  

“I want make my process sustainable, so my results are sustainable.”

I'm your person.


Here’s what clients say after working together:
 👉 “I closed a $2.66M ARR enterprise deal after 26 months of work, and Krysten's coaching was critical in helping get it across the line."
 👉 "I set an ambitious goal when I started: hit at least 200% of quota in my first full quarter. Working with Krysten helped me turn that goal into reality. I hit 225% and closed the largest deal ever won by a new rep."
👉 "Wanted to thank you and let you know I closed my biggest deal ever in December, $2.2mil TCV, 3 year agreement. We were stuck at one stage with a start date that would have caused the deal to slip from Q4 to Q1, I used your COI principles and in-particular a visual graph that showed what the actual cost was of starting now -vs- later. Ended up getting it done 🤩 Thank you!!"


You don’t need another sales theory.
You need someone who’s been in your shoes - and knows how to win big deals now.

Let’s work together: krystenconner.com


🟢 I offer 1:1 coaching for individual reps, and workshops for sales teams who want to win bigger, faster, and more often.


Browse client wins here: https://www.linkedin.com/in/krystenconner/details/recommendations/



💫"We pay for every lesson with either time or money. And we use the currency we value least."
         -Alex Hormozi

Member

I walked away from the biggest deal of my career. $13.7M. Would've blown my quota out of the water.

But here's what that "loss" taught me...

The CEO had everything: 
✓ A problem we could solve 
✓ Agreement he HAD the problem
✓ Desperate need to fix it 
✓ Budget approved

But one thing kept nagging at me.

Every meeting, he'd ask about customization. 
About "partnering" to build features.
About source code access. 

Classic Build vs. Buy syndrome.

After our 5th in-person meeting (yes, FIVE), I finally saw it clearly.

This wasn't a buyer. This was a builder trapped in a buyer's process.

His personality screamed "I'll do it myself." 
His energy peaked when discussing his team's capabilities.
His questions focused on HOW we built it, not WHAT it could do. 

So I made the call that physically hurt:

I removed it from my pipeline.

My manager: "Are you SURE?" 
My financial plan: "But the commission..." 
My ego: "You're giving up."

Here's what happened next:

→ Freed up 30+ hours that month 
→ Focused on a $1.8M deal that actually wanted to buy 
→ Closed 3 other deals while he was still "evaluating" 
→ Finished with my best year ever

And that CEO? 
18 months later, still building. 
Still solving the same problem.

The real lesson?

Not every deal is YOUR deal.

Some buyers aren't buyers—they're builders in disguise. And the time you waste convincing them is time you could spend closing real deals.

Three questions I now ask myself:

1./ Are they asking about outcomes or architecture?
2./ Do they light up more about building or buying?
3./ Is their real goal independence or results?

If the answers point to "building," I'm out. No matter the size.

Because the best deals aren't always the biggest ones. 
They're the ones that actually close.

What deal have you walked away from that taught you the most?

Krysten Conner

I help AEs win 6-7 figure deals to overachieve quota & maximize their income l ex Salesforce, Outreach, Tableau l Training B2B Sales teams & Individual sellers l 3x Top 100 Most Powerful Women in Sales by Demandbase

Here are the 8 questions CFOs ask before every software purchase. (And they're brutal.)

Every champion I've ever worked with eventually hits a moment of panic:
"What do I say when Finance starts asking the hard questions?"

👉 Most CFOs won't tell you what they're really thinking. They just kill your deal silently.

But I've spent 13 years watching Enterprise deals die in Finance. And I've learned what CFOs actually need to hear.

Here are the 8 questions every CFO is asking behind closed doors, courtesy of the "Only CFOs" newsletter, as highlighted by  Nate Nasralla :

1. Why do we need [X product] now? We were fine before. 
2. What bucket does this fall into, and can you quantify it?
-----Improves efficiencies
-----Increases revenue
-----Mission critical (e.g. cybersecurity)
-----"Candy": nice-to-have tool that doesn't really fit into the above groups 
3. Is the spend in the budget? If not, how will you make up the difference? 
4. How does this tool tie into our company objectives for this year? 
5. What tools do we already have that do something similar? And if similar tools exist, why can't we use those? 
6. Implementation: What are the people / time requirements? 
7. Support costs: Will we need to upgrade soon to enterprise /other tier? 
8. Pricing:
-----If usage-based pricing: I want a detailed analysis on how pricing works and modeling for what our planned usage will look like.
-----If seat-based pricing: I don't want to buy a bunch of extra seats for planned growth. That got a lot of people in trouble when headcount growth halted and layoffs happened.

The deal-killers? Numbers 1, 3, and 5.

At Salesforce, I watched 6-7 figure deals die instantly when the champion couldn't answer those 3 questions clearly.

What are the best way's you've found to prepare your champions for these conversations?

Which of these questions makes your Champions the most nervous? 

PS - Find this helpful? You might like my newsletter. Over 7,000 sellers getting valuable nuggets every week. More details in my bio. Hope to see your name on the list!

VisasQ inc.

Consultant

Network Member

AlphaSights

Expert Network Consultant

Fisker

Oversaw the development, implementation, and management of company policies and operational processes. Ensured that the company's operations align with regulatory requirements and industry standards while optimizing efficiency and productivity. Worked closely with cross-functional teams to drive continuous improvement and support the company’s strategic objectives
Developed, implemented, and maintained company policies and procedures.
Ensured policies comply with local, state, and federal regulations.
Reviewed and updated policies regularly to reflect changes in laws and regulations.
Communicated policies to employees and provide training as necessary.
Analyzed current operational processes and identify areas for improvement.
Implemented best practices to enhance efficiency and effectiveness.
Developed and monitored key performance indicators (KPIs) to measure process performance.
Lead process improvement projects using methodologies.
Monitored regulatory changes affecting the electric vehicle industry.
Ensured company operations remain compliant with relevant laws and standards.
Coordinated with legal and regulatory teams to interpret and apply regulations.
Worked closely with various departments, including R&D, manufacturing, and customer service, to ensure alignment of policies and processes.
Facilitated cross-functional teams to develop and implement process improvements.
Acted as a liaison between senior management and staff to ensure clear communication of policies and procedures.
Identified potential risks associated with operational processes.
Developed and implemented risk mitigation strategies.
Conducted regular audits to ensure compliance and identify areas for improvement.
Maintained comprehensive documentation of policies, procedures, and process improvements.
Prepared reports for senior management on the status of policy compliance and process optimization efforts.
Ensured accurate and timely documentation for regulatory submissions and audits.

Manager of Policies and Process Automotive Operations 

Responsible for overseeing and managing the Business Development Center's operations. Lead a team of BDC representatives, developing strategies to generate leads, and ensuring excellent customer service. Lead and Manage BDC Team: Supervised and mentored a team of BDC representatives, ensuring they meet performance goals and provide high-quality customer service.
Developed and Implemented Strategies: Created and executed effective lead generation strategies to drive sales and increase market share for electric vehicles.
Customer Relationship Management: Oversaw the CRM system, ensuring accurate data entry, lead tracking, and follow-up processes.
Training and Development: Conducted regular training sessions for BDC staff to enhance their product knowledge, customer service skills, and sales techniques.
Performance Monitoring: Analyzed key performance metrics and reports to evaluate the effectiveness of BDC activities and implement improvements as needed.
Collaboration: Worked closely with the sales, marketing, and service departments to align BDC efforts with overall business objectives.
Customer Engagement: Developed and maintained strong relationships with potential and existing customers, ensuring their needs are met and inquiries are handled promptly.
Market Research: Stayed informed about industry trends, competitor activities, and customer preferences to adapt strategies and maintain a competitive edge.
Budget Management: Managed the BDC budget, ensuring cost-effective operations and optimal resource allocation.

BDC MANAGER

MedTrainer

Exceeded weekly, monthly, and quarterly goals by 111%
Developed and implemented strategic sales plans to achieve company goals and expand customer base.
Analyzed market trends and competitor activities to identify opportunities for growth.
Provided guidance, motivation, and mentorship to ensure individual and team success.
Build and maintained strong relationships with key customers and stakeholders in the healthcare industry.
Served as the primary point of contact for major client accounts and resolve any issues or concerns promptly.
Met and exceed sales targets through effective planning and execution of sales strategies.
Monitored sales metrics (e.g., quarterly sales results and annual forecasts) and prepare reports for senior management.
Identified new business opportunities and partnerships to drive growth in the assigned region.
Collaborated with marketing and product teams to develop promotional campaigns and product offerings that resonate with the healthcare market.
Ensured compliance with company policies and industry regulations.
Prepared and present regular sales reports and forecasts to the management team.
In-depth knowledge of healthcare technology solutions and industry trends.
Demonstrated ability to lead and motivate a sales team to achieve targets.
Strong analytical skills with a strategic mindset and problem-solving abilities.
Excellent communication and negotiation skills.

Regional Sales Manager

Universal Music Publishing Group

Maximize growth in revenue by 90% by bringing in, negotiating, and closing new business accounts. Field and negotiate fees for licenses/custom projects. Issue licenses and invoices. Renew licenses. Handle correspondence relating to quotes, contracts, and cataloging. Conduct and complete pitches and music searches for client needs. Collaborate with marketing strategies to improve position in marketplace. Utilize CRMs, Slack and SFDC to maintain all sales leads. Work closely with Production for client searches and needs on projects. Develop specific plans to ensure growth both long and short-term. Develop and organize new business initiatives. First contact of business on the West Coast. Increase the value of current customers by 99% while attracting new ones.

Manager of Business Development, West Coast

LPP LLC

Hired, trained, supported, and motivated staff. Social media management. Team management and coaching skills. Set and tracked all KPI’s. Handled all incoming customer issues at a high level. Managed employees and studio day to day. Sold and upgraded artwork and experience to clients. Marketed and advertised studio. Community outreach. Fundraising, Major Gifts. Sales Training. Market research. Met weekly and monthly goals. Represented studio and brand as face of the company. Social Media Management. Engaged and stay active with local chamber of commerce’s. Handled bookings, calendars, and dealt directly with all vendors. Accounts payables. 
Budgets and Forecasting. Client Experience and Management.
Over exceeded expectations by 100% year after year.

Director of Operations West Coast

GroundLink

Expansive experience in software products. Startup environments. Channel partner sales. Managed Fortune 500/1000 accounts above $400M in the West Coast/Midwest Region. Experienced in all aspects of a start up environment.
Sold in GDS, Concur and additional OBTs. Maintained all up to date contacts through SFDC sourced leads through DATA and reporting via MI. Attended all local and national BTA's, sold directly to C-Level, Procurement, Agents, and TMC's. Hit all monthly, quarterly, and yearly quotas by 125%. Ran West Coast and Mid West territory to include 16+ states. Successfully managed and built out territories.

Regional Sales Manager West Coast/Midwest

Park 'N Fly, Inc.

Sold to C-Level Employees, Procurement, and TMC’s of Fortune 500/1000 companies in the West Coast. Secured numerous major accounts and generated over $1M in sales year after year. By deepening my relationships with my client base I have retained 100% of all closed sales five years straight. I repeatedly demonstrated my strengths in new territory development during a period of change within Park ‘N Fly, when territories were realigned several times in 5 years. Despite this challenge, I consistently achieved revenue targets, stayed within budget, and exceeded my monthly, quarterly and yearly goals to date. Proficient in Salesforce.com CRM. Attended yearly sales/motivation training. Managed accounts ranging from $100k - $10MM. Saas Environment. Territory rebranding and build out.

Regional Sales Manager West Coast

Hearst

Brand strategy. Social and mobile marketing. Content development and execution. Called on new business via email, in person, and phone. Maintained positive relations with current clients daily; maintained client files manually and electronically. Participated in weekly and monthly training Webinars. Problem solved creative issues with clients and creative services and schedule ads. Advanced knowledge in Relationals, ACT, APT, ENSITE, MICROSOFT, 24/7 Real Media and PowerPoint.  Developed new ways to get in front of senior decision makers and create urgency for clients. Responsible for up-front prospecting and business development efforts, including identifying and qualifying targets. Positioned programs with potential customers while driving the ongoing development activities to deliver significant year to year revenue growth. Supported the production of proposals, conference/exhibition materials and presentations. Created new marketing tools, coordinated client sales opportunities, leveraged client relationships for additional sales opportunities.  Advanced in all up keep of social networking sites. Experienced in SEO, SEM, and CPC. Booked and managed all campaigns. Liaison for Print Reps to close online business. Knowledge of CRM software and booking. Managed accounts locally and worldwide from $10k - $500k and above. Consistently hit above quota all years by 115%.

Regional Sales Manager Midwest

Professional Summary:

Dynamic and performance oriented sales leader with a proven track record of top performance across multiple industries. Specializing in bridging innovation with execution, I excel in sales training, social media strategy, and go-to-market execution within startup and enterprise environments. Adept at cultivating high-performing teams and expanding market territories at both regional and national levels.

Core Expertise
	•	Sales Leadership & Management: Expertise in building, scaling, and optimizing sales teams, with experience managing accounts ranging from $1MM to $400MM.
	•	Strategic Growth & Retention: Proven ability to drive customer retention with a 100% retention rate and consistently exceeding quotas by 125%.
	•	Industry Experience: SaaS, Automotive, Media, and Fortune 500/1000 clientele.
	•	Sales Methodologies: Channel Sales, Enterprise Sales, and direct-to-consumer strategies.
	•	Crisis Management & Business Development: Specializing in damage control, business expansion, and strategic execution.

Leadership & Consulting Experience
	•	Founder & CEO, Jelly Spin Studio (2018)
	•	Co-Founder, Athletic Apparel Line (2020)
	•	Paid Consultant, Government Tech Company (2021)
	•	VP, Paid Consultant, Plastic Surgery Startup (2022)
	•	VP, Paid Consultant, Hyper-Growth Startup (2023)
	•	Social Media Manager, Various Companies in Texas (2015–Present)
	•	Automotive Sales & Acquisitions, Manheim Access, Newport Beach, CA (2015–2017)
	•	Consultant, Healthcare Startups (2024–Present)
        .       Paid Consultant for OBE Startup (2025-2025)

Key Attributes
	•	Exceptional communicator with strong engagement skills.
	•	Highly responsive, driven, and motivated.
	•	Strong leadership in high-growth, fast-paced environments.

With extensive experience in both startup and corporate landscapes, I bring a unique combination of strategic vision, hands-on execution, and leadership to drive business success.

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