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

Don’t confuse activity with productivity. 

If you have 1 person hitting your “100 call a day minimums” and missing quotas.

And another person missing your call activity minimums but consistently hitting your quotas.

The answer is NOT make the person hitting quotas start hitting minimum activity targets. 

It’s to figure out HOW they’re getting more output with less input—and operationalize it. 

That’ll make everything you’re doing better. 

More value from your list. 
More revenue from every unit of input. 

And your team will probably like the job better. 

So they’ll stay longer. 
Burnout less. 
And allow you to attract better people. 

Activity is just a means to the end. 

Work backwards from what you REALLY want: productivity.

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

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It's Nov 12. If you're NOT going to hit your annual sales goal this year, read this. 

First, don't give up. 

The work you put in at the end of the year determines how you start the next. 

Start 2026 with momentum, regardless of where 2025 ends. 

Second, don't adjust the annual goal. 

Your goals need to have integrity. Modifying them right before you miss destroys that integrity. 

Revising goals last minute is addictive. It becomes a habit really easily, so avoid at all costs. 

Third, set a "between now and end of year" goal. 

Make it one you can actually hit. Even if it it's embarrassingly low. 

End the year on a win. 

Lastly, perform an autopsy on sales and set a 2026 goal you WILL NOT MISS come hell or high water. 

You don't want to establish a culture of missing goals. 

So take this year's learnings and apply them to make sure that doesn't happen. 

Winning is a habit. Start small and ratchet up over time.

I work out 7x a week—and have for 15+ years.

A friend just asked me what my favorite fitness books are.

I scanned my entire library.

Something interesting I learned about myself today:

I own ONE book on fitness: Tim Ferriss' 4 Hour Body. 

I bought it 15 years ago.

I thought, well let me scan my YouTube history for a recommendation.

None there either, except some bodyweight workouts I pull up while traveling.

Legitimately surprised to realize that as much as I read and learn, I don’t consume fitness content.

I’ve used the same few regimens for more than 15 years:

• Walk 6-10 miles a day
• Strength training 1-4x a week
• Jog 1-2x a week
• Eat decent (not perfect)
• Revisit a sports I love like boxing occasionally 

I’m not going to win a bodybuilding competition, spar with real fighters or place in a triathlon anytime soon.

But at 45, I feel pretty damn good about where I’m at.

Guess that one book was all I needed.

Implementation > Consumption

"𝗖𝘂𝗹𝘁𝘂𝗿𝗲" is one of those things that's hard to define in business. But you definitely know a good one or a bad one when you experience it.

And it's one of the highest leverage tools you have as a leader. Because culture influences how your team communicates, executes, and ultimately how much value they add to the business.

Here are three types of cultures:

𝟭. 𝗗𝗲𝗳𝗮𝘂𝗹𝘁 𝗖𝘂𝗹𝘁𝘂𝗿𝗲: The owner is oblivious to the fact that culture even exists. A culture develops by default, not by design.

𝟮. 𝗗𝗲𝗹𝘂𝘀𝗶𝗼𝗻𝗮𝗹 𝗖𝘂𝗹𝘁𝘂𝗿𝗲: The owner talks about how great the environment is, but employees have a very different perspective. Culture becomes a liability because it erodes trust.

𝟯. 𝗗𝗲𝗹𝗶𝗯𝗲𝗿𝗮𝘁𝗲 𝗖𝘂𝗹𝘁𝘂𝗿𝗲: A leader has a vision for who the team is and how they operate. It's healthy, productive, and compels people to give discretionary effort.

Fifteen years ago, at the US Chamber of Commerce, I inherited a sales team in decline. Losing people. Missing numbers. Toxic culture.

I took one of my biggest career risks and completely changed the culture.

I fired half my team within 90 days. Created core values. Changed how we hired. Fired top salespeople who didn't align.

At first, it didn't look good. Morale was rough. Numbers kept declining.

But then the uptick started.

After the initial uptick, we never missed a goal for 10 years straight.

When I eventually left, it was one of the hardest decisions I'd made. Because I didn't want to leave the culture we'd built. 

I break down the warning signs your culture needs a turnaround and the exact 3D Framework we use at MSP Sales Partners in the full article: https://lnkd.in/e5VTC3sF

Christmas came early for me. 

I was recording a YouTube video when my cell phone rang with a cold call. 

First of all, if you know me, you know that’s weird. I keep my phone on DND permanently and it only gets turned on by accident. 

Second, I answered it. Also rare.

But best of all, this happened while I was already recording—so I just let ot run and captured the whole call on camera. 

I turned it into a video because it’s actually a good call, but there’s a handful of really common mistakes I share with you when the call is done. 

Check it out here:

Open video: https://youtu.be/2QyhQfpq0N4?si=oGSgA4ZEkejOs7Ba on youtu.be

https://youtu.be/2QyhQfpq0N4?si=oGSgA4ZEkejOs7Ba

Turner Construction Company

Quality Manager

Project manager working in the commercial and industrial sectors.

Project Manager

Veteran Technical Consulting & Construction, Inc.

Disabled Veteran owned business, specializing in Management, Leadership, Improvement consulting services. Visit my website for more information. www.vettcc.com

Owner/President/CEO

Capco Worldwide, Inc.

Director Oil Processing Operations

Thermal Engineering International Inc.

Managed all subcontract work, worldwide. Provided technical assistance to fabricators in other countries not familiar with design and code requirements. Performed inspections, reviewed final project paperwork and acted as a project manager while at suppliers shops. I performed audits of suppliers for quality and manufacturing techniques to ensure our company standards would be met, if selected. I was also an ISO lead auditor for the company and assisted in updating our program to ISO-9001, 2015.

Subcontract Quality Manager

Associated Builders and Contractors

Provide craft and supervisor level instruction on general topics up to Project Management. I was part of the team that changed the welding program to be 16 weeks, full time and prepare students to exit with skills necessary to weld for a company.

Training Committee/Instructor

Vezer Industrial Professionals Inc.

Manage various US portfolio projects in cement and mining.

Chevron

Managing a portfolio of projects ranging in size from $1MM - $5MM with durations from 1 month to 1 year.

Assisting the team to successfully decommission facilities in our producing fields. Managed manpower, permits, agency communications and safety.

Facility Site Manager

Cenergy International Services

Working in collaboration with the PM to track, trend and report on all costs  related to field work during decommissioning of facility projects. Created schedules for contractors on projects that are run by Chevron personnel.

Cost controls

PCL Construction

Managed a project that was a trial for a process to enhance fertilizers as we know it.

Jacobs

Managed all aspects of quality on a Maintenance contract with Chevron, USA. These duties included all owner / user ASME/NBIC code repairs, welder tracking, project turn over packages, Continuous improvement at our shop / Field, working with the client to reduce weld failures in the field, Training, Being an instructor of the Beyond Zero program.

QA/QC Manager

Quality Manager promoting collaboration, communication, self improvement, leadership, coaching & mentoring.

Experienced manager with twenty-nine + years of experience that has worked from a craft level welder/fabricator to management, managing budgets from $100k - $250MM. I understand teamwork, collaboration, leadership, continuous improvement, coaching / mentoring, safety and problem solving to drive business success. My skills and experience are a positive addition to any company.

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