You promoted your best software engineer. Now execution is slowing - and it doesn't make sense.

Meetings are quieter. Decisions bottleneck. Strong engineers hesitate instead of leading.

This is one of the most expensive failure modes in engineering orgs - not because people are incapable, but because technical excellence doesn't train human systems.

The cost: Decision velocity drops. Retention risk rises. Your leadership pipeline stalls.

I've seen this pattern from every angle - as an engineer, a leader, and an exec scaling teams under pressure for 25 years.

What makes my approach different is my background in anthropology and psychology. I don't just see the technical systems. I see the human ones - and I know how to bridge them.

One recent example: I helped a board that was ready to fire their entire engineering team. Same people. Redesigned system. They went from annual releases to shipping every two weeks - and had zero turnover in the following year.

The team wasn't the problem. The system was.

I help CTOs, VPs of Engineering, and CEOs turn strong engineers into trusted leaders - before you lose momentum, morale, or talent.

What changes:

↳ Meetings become productive, not painful 
↳ Delegation actually happens 
↳ Decision velocity increases 
↳ Retention risk drops 
↳ Leadership pipeline stabilizes

This isn't generic leadership training. It's systems-level coaching for engineers - grounded in how teams actually work and how leadership signals shape outcomes.

If you're watching this pattern emerge, let's talk.

👉 coded2lead.com

Robert Harris

The board’s first question caught everyone off guard:
"How many developers do we need to fire?"

Deadlines were slipping by months.
Bugs were outpacing features.
Product and Engineering were barely speaking.

From their perspective, it looked obvious:
People problem.

After 25 years inside engineering orgs, I’ve learned to pause when the entire system looks stuck.

Because most of the time...

It’s not the talent.

It’s the environment they’re operating in.

Six months later, that same "underperforming" team was shipping every two weeks.

No one fired.
No one quit.

The people didn’t change.

The system did.

Robert N. Harris

I turn your promoted engineers into force‑multiplying leaders | Founder, coded2lead | Book intro: coded2lead.com

"Robert jumps on a lot of grenades for us."
A developer told me that years ago.
It wasn’t a compliment.

But it opened my eyes -
and I started seeing this pattern everywhere.

Many engineering leaders accidentally train three specific dysfunction patterns - not through neglect, but through good intentions.

I broke down all three in this week’s Human Systems for Engineering Leaders.

The 3 Paradoxes of Helping No engineering leader sets out to harm their team. But intention and impact don't always travel together. And in my experie

Open article: The 3 Paradoxes of Helping by Robert N. Harris • 4 min read

"I'm going for a mental health maintenance walk."

I've said that to my team countless times -
because leaders normalize whatever they model repeatedly.

Last Monday everything broke at once, and I needed to take my own medicine.

Claude stopped Clauding.  
My computer stopped computing.  
My icemaker stopped making ice.  

It reminded me that entropy isn't just a good idea - IT'S THE LAW.

The old version of me would have powered through.
But powering through is how you train heroics.
And heroics are how you accidentally build burnout culture.

So I went for a walk.

Because the system is always learning -
even if you think nobody is watching.

If I don't step away when I'm overloaded,  
I teach them not to.

Culture isn't what you say it is.  
It's what you model under pressure.

Your software engineering team looks strong on paper.
But execution is slipping.

The team is talented.  
The roadmap is clear.  
The tooling is modern.

And yet...

• decisions keep stalling  
• the same bugs keep resurfacing  
• meetings get strangely quiet when it matters most

That pattern is a clue.

Leaders often jump to:  
"We hired wrong."

But when I see this pattern across an entire team, 
I start looking somewhere else.

Persistent hesitation in smart teams is rarely random.

It’s usually a human system signal.

I help CTOs & VPs turn promoted engineers into trusted leaders before execution stalls | Founder, coded2lead | Book intro: coded2lead.com

Your engineering team knows you're responsive.
You're helpful. You care.
And somehow... that's the problem.

Because your software team keeps coming back to you.

Every decision. Every blocker. Every judgment call.

Here's what that pattern is actually telling you:

- They've learned decisions belong to you
- They've learned "check with me first" is the real rule
- They've learned their judgment isn't trusted - even if you've never said that

You didn't create this on purpose.

You created it by being the most capable person in the room - consistently, visibly.

And now you're the constraining resource.

Because of that, your reach never exceeds your grasp.

Your team’s ceiling becomes your capacity.

And no amount of hiring fixes it - because every new engineer just gets absorbed into the same pattern.

The fix isn't delegation.

It's a different kind of trust.

One that looks less like "let me know if you need help"... and more like "you decide - I'll back you either way."

The most expensive question I ever asked my engineering team was:
"Any blockers?"


"Nope."  
"Good here."  
"All good."

Twelve seconds.  
Clean standup.  
Everyone aligned.

Or so I thought.

What I eventually realized was that I had built a perfectly calibrated silence machine.

The team wasn't agreeing with me.

They were doing the math.

Raising a blocker meant owning the problem in front of everyone.  
Admitting uncertainty meant looking like you didn’t have the answer.  
Questioning the plan meant becoming the person who slows things down.

So the calculation quietly ran in the background:

Is this worth it?

And most of the time the answer was no.

Silence in engineering meetings often isn’t alignment.

It’s risk management.

Once I started hearing silence that way, it changed the question I asked in the room.

Instead of  
"Does everyone agree?"

I started asking:

"What might we be missing here?"

You’d be amazed how often that changed the signal.

Have you ever discovered that a quiet meeting wasn't actually agreement?

If your software engineering org suddenly feels harder to move...
this pattern shows up a lot.

Leaders keep applying technical fixes...
to what are fundamentally human system problems.

And the system responds exactly as designed.

So they add process.  
They add tooling.  
They add more visibility layers.

And still:

• decisions bottleneck  
• teams hesitate  
• the same delivery patterns repeat

Underneath every tech stack is a human operating system.

And that layer quietly shapes everything that runs on top.

When a strong engineering team suddenly starts playing it safe,  
most leaders misread the signal.

When the whole team shifts behavior at once,  
assume adaptation before incompetence.

Human systems respond quickly to their environment.

Watch what the system is actually reinforcing.

If the system quietly rewards:

• keeping your head down  
• shipping fast over shipping right  
• protecting yourself over owning outcomes

the culture will converge in that direction.

The behaviors that frustrate leaders most often aren’t personality flaws.

They’re survival strategies that made sense in context.

I found burnout culture asleep on my office couch one Monday morning.

Our lead engineer had been there all weekend.

Finishing a feature I needed shipped.

I thought I knew what burnout culture looked like.
I thought I'd recognize it if I was creating one.
But there it was - impossible to ignore. 
And snoring. 

I didn't ask him to sleep at the office.
But I had built a system where it felt necessary.

That's what hit me standing in the doorway.
It wasn't his dedication that put him there.
It was mine.

My pace. 
My urgency. 
My silence about what was actually sustainable.

I had never said "work weekends."
But the system I built said it clearly.
And he heard it.

I wasn't a bad leader. 
I cared deeply about that team.

But caring isn't a culture.
It's just an intention.

Culture is what happens when no one is watching.
And when no one was watching - my team was sleeping in my office.

That was the hidden curriculum I'd been teaching.

Not the values on the team wiki. 
Not what I said in one-on-ones.

What the system had learned from watching me.

That's what nobody tells you when you hand someone a team.

The culture you build isn't the one you intend.

It's the one your behavior teaches.

Your best engineer is stuck again.
And they're waiting for you.


You have the answer in your head.

So you give it to them.

Problem solved. Back to work.

Except... you just taught them something you didn't mean to teach.

Not the solution - the lesson underneath it:

When you're stuck, wait for your leader.

That's the hidden curriculum you've been teaching your software team.

Not what you said. 
What the system learned from watching you say it.

You didn't build a team in that moment. 
You built a helper.

And every time you do it - with the best intentions - the system gets better at producing people who wait.

The question worth sitting with:

When someone on your team comes to you stuck... 
do you give them the answer?

Or do you give them the context to find it themselves?

🤝 I'm Jada, specializing in custom promotional apparel and products for Houston corporations, driving brand visibility and engagement through tailored solutions.
 
With over a decade at Sysco, I earned multiple awards as a District Sales Manager and served as Director of Category Management. I led a team managing $𝟮𝟮𝟰𝗠 𝗶𝗻 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 and oversaw 𝟭,𝟬𝟬𝟬 𝗯𝗿𝗼𝗸𝗲𝗿𝘀 𝘄𝗶𝘁𝗵𝗶𝗻 𝘁𝗵𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗕𝗿𝗼𝗸𝗲𝗿 𝗡𝗲𝘁𝘄𝗼𝗿k, including the six largest national food brokerages.

Now, as a mompreneur, I combine my corporate acumen with a passion for creativity, offering bespoke solutions that meet the unique needs of my corporate clients.

👉 We specialize in custom-designed apparel, embroidery, brand design, and promotional products, all tailored to help Houston corporations stand out in today's competitive market. 

My commitment to excellence and attention to detail ensures that our clients receive high-quality products and exceptional service, every time.

👫In addition to my startup, I'm a dedicated cheer mom, sports mom, and dog mama to two lovely doggies. 

Balancing these roles has taught me the importance of organization, perseverance, and dedication—qualities I bring to every client project. 

𝗛𝗢𝗪 𝗜 𝗖𝗔𝗡 𝗛𝗘𝗟𝗣 𝗬𝗢𝗨

I work with companies in the 𝗢𝗶𝗹, 𝗚𝗮𝘀, 𝗘𝗻𝗲𝗿𝗴𝘆, 𝗮𝗻𝗱 𝗖𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝗼𝗻 sectors to enhance their brands through premium promotional apparel and products. 

We understand the demanding environments and specific branding needs of these industries. 

Whether it's outfitting your team with durable, branded workwear or creating memorable promotional items for industry events, my solutions help reinforce your brand's strength and professionalism.

𝗪𝗛𝗔𝗧 𝗪𝗘 𝗖𝗔𝗡 𝗗𝗢 𝗙𝗢𝗥 𝗬𝗢𝗨

My journey from corporate sales to mompreneurship has been driven by a desire to combine professional expertise with personal passion. 

We believe in the power of strong branding to make a lasting impact.

Our team is dedicated to helping your business stand out with high-quality, custom solutions tailored to your unique needs.

Join me in transforming your brand vision into reality with 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹𝗶𝘇𝗲𝗱 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀 that truly make an impact. 

Your success is our priority, and we're committed to exceeding your expectations with every project.

Together, we can create a brand experience that not only captures attention but also builds lasting connections.

📩 Contact us today to discover how our custom promotional products and apparel solutions can enhance your brand.

Jada Powell

My daughter hustled harder this Spring Break than most adults I know.

While other kids were sleeping in, glued to their screens, or dragging their feet to family outings, mine had a mission.

She's nine. She's got her own business. And she wasn't taking a week off.

All week, she begged me to bring her to a networking event. Not to tag along. Not to eat free snacks. She wanted access to build her empire: 𝘉𝘦𝘢𝘥𝘴 𝘵𝘰 𝘉𝘳𝘢𝘤𝘦𝘭𝘦𝘵𝘴.

So I caved. Alarm set. And at 6am, while the rest of the house was asleep, she jumped out of bed in full CEO mode. Backpack loaded with beads, signs she'd designed herself, and that "let me prove it" look in her eyes.

We rolled into Cup of Joey at The Ion. I thought she'd need hand-holding, help setting up, maybe some coaching on how to talk to adults. She even came up with her own purpose, unprompted by me. "To make others smile"

She set up her table solo, signs out, inventory sorted, payment link ready to go. I went to network like I always do, but I found myself watching her instead.

She didn't wait for anyone to come to her. She introduced herself. Asked people about their work. Told her story. Gave her sales pitch. Closed deals.

That Greenlight pay link got more of a workout than my credit card. She completed every sale, said thank you, and kept her cool even when she fumbled. All while giving grown adults a run for their money.

I got to see a side of her I've never seen before. The drive, the quick thinking, the confidence. I've never been more convinced that the best way to teach kids is to get out of their way.

Here's what shocked me:

- She didn't care about failing. She just kept talking to people.
- She was more prepared than most adults I meet at these events.
- Watching her in action was more valuable than any lecture I could ever give.

The urge to jump in and fix things is strong. But I held back. She didn't need a helicopter parent. She needed space to figure it out.

So if you have a kid who wants to do something ambitious, let them. Give them the tools, then back off.

The results might surprise you.

My takeaway: The next generation isn't lazy. They're hungry. Give them a shot at real life, and watch what happens.

When was the last time you learned something unexpected from a kid in your life? Drop your stories below, tag a parent who needs to hear this, or share the best lesson you've learned from letting go.

What bold idea is your kid dreaming up? Let them take the lead and see how far they go.

I build the pipeline for Oil & Gas, Energy & Construction teams | Fractional BD Consultant: GTM, partnerships, key account growth | Ex-Sysco Corporate leader (led $224M) | Powell Consulting Group | Houston

No alternative text description for this image

#redmonday

𝗜𝘁'𝘀 𝗲𝗮𝘀𝘆 𝘁𝗼 𝗳𝗼𝗿𝗴𝗲𝘁 𝘄𝗵𝗮𝘁'𝘀 𝗿𝗲𝗮𝗹𝗹𝘆 𝗮𝘁 𝘀𝘁𝗮𝗸𝗲 𝗶𝗻 𝗼𝘂𝗿 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝘂𝗻𝘁𝗶𝗹 𝘆𝗼𝘂 𝗵𝗲𝗮𝗿 𝘀𝗼𝗺𝗲𝗼𝗻𝗲'𝘀 𝘀𝘁𝗼𝗿𝘆.

That was me at the RedM Oil and Gas Quarterly Meeting.

I thought it might be just another business update. 

It wasn't.

This one focused on Redeemed and the lives they touch right here in our city.

Real stories. 

Real people. 

𝙏𝙝𝙚𝙮 𝙗𝙧𝙤𝙪𝙜𝙝𝙩 𝙩𝙝𝙚 𝙢𝙞𝙨𝙨𝙞𝙤𝙣 𝙩𝙤 𝙡𝙞𝙛𝙚.

I listened to Laura share how Redeemed gave a woman her second chance. 

You could see how much it meant. 

Not just to her, but to everyone around her.

It made me pause. 

We talk about impact in business all the time. 

But it's different when you see it up close.

It's a reminder. 

Numbers matter, but people matter more.

Supporting Redeemed feels less like charity, more like being part of a quiet chain of good.

𝘕𝘰𝘵 𝘦𝘷𝘦𝘳𝘺 𝘮𝘦𝘦𝘵𝘪𝘯𝘨 𝘭𝘦𝘢𝘷𝘦𝘴 𝘢 𝘮𝘢𝘳𝘬. 

This one did.

If you get the chance, look beyond the numbers.

Sometimes, the biggest impact isn't in a spreadsheet. 

𝙄𝙩'𝙨 𝙞𝙣 𝙨𝙤𝙢𝙚𝙤𝙣𝙚'𝙨 𝙨𝙩𝙤𝙧𝙮.

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OSHA Construction Industry Course Certificate

Powell Consulting Group is a Houston-based business development consulting firm serving Oil & Gas, Energy, and Construction organizations that need predictable growth without adding full-time headcount.

We help leadership teams strengthen pipeline, expand key accounts, and activate strategic partnerships through clear go-to-market strategy and disciplined commercial execution. 

Our work is built for complex, relationship-driven environments where multiple stakeholders influence decisions, sales cycles are long, and “great capabilities” don’t always translate into consistent revenue.

Engagements typically include pipeline and territory strategy, account mapping and expansion plans, stakeholder and pursuit planning, partner and channel development, and weekly execution cadence that creates measurable momentum. 

Whether you need an experienced commercial partner to stabilize the front end of growth or a focused push to open new doors, we bring structure, clarity, and forward motion.

Our approach is practical and enterprise-ready: align priorities, build a plan your team can run, and execute with accountability. We’re known for turning relationships into repeatable revenue systems, not one-off wins.

Led by Jada Powell, Powell Consulting Group brings corporate leadership experience and operator-level urgency. Jada spent over a decade at Sysco in sales and category leadership, earning multiple awards and leading teams responsible for $224M in revenue while supporting a strategic broker network of 1,000 brokers, including six of the largest national food brokerages.

If your organization is ready to tighten commercial execution, grow key accounts, or build a partnership engine that drives pipeline, Powell Consulting Group is built to help.

𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 | 𝗢𝗶𝗹 & 𝗚𝗮𝘀 | 𝗘𝗻𝗲𝗿𝗴𝘆 | 𝗖𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝗼𝗻 | 𝗣𝗶𝗽𝗲𝗹𝗶𝗻𝗲 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 | 𝗞𝗲𝘆 𝗔𝗰𝗰𝗼𝘂𝗻𝘁 𝗚𝗿𝗼𝘄𝘁𝗵 | 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀 | 𝗙𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 | 𝗧𝗲𝗿𝗿𝗶𝘁𝗼𝗿𝘆 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 | 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗚𝗿𝗼𝘄𝘁𝗵

We provide business development consulting for Oil & Gas, Energy, and Construction organizations that need predictable growth without adding full-time headcount.

We partner with leadership teams to build pipeline, expand key accounts, and develop strategic partnerships through clear go-to-market strategy and disciplined commercial execution. 

This work is built for complex, relationship-driven environments where multiple stakeholders influence decisions, sales cycles are long, and “strong capabilities” don’t always translate into consistent revenue.

Engagements typically include:

• Pipeline and territory strategy to focus effort on the highest-value opportunities
• Account mapping and expansion plans to grow share within priority customers
• Stakeholder mapping, pursuit planning, and deal strategy to increase win rates
• Partnership and channel development to create repeatable opportunity flow
• Weekly execution cadence and accountability to drive measurable progress

Clients bring us in when they need clarity, momentum, and a partner who can operate at an executive level while working seamlessly with Sales, Operations, and Leadership. The goal is always the same: a plan your team can run, a rhythm that creates forward motion, and outcomes leadership can track.

Industries served: Oil & Gas operators and service companies, energy and industrial organizations, and construction teams with complex stakeholder environments.

If your organization is looking to tighten BD execution, strengthen pipeline discipline, and grow key accounts with an enterprise-ready approach, please schedule a discovery call..

Principal Consultant

Houston Apparel Co. provides custom apparel solutions for corporate and SMB clients. Grateful for the work and relationships. Now focused on Powell Consulting Group.

Co-Founder

𝗖𝘂𝘀𝘁𝗼𝗺 𝗮𝗽𝗽𝗮𝗿𝗲𝗹 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 | 𝗕𝗿𝗮𝗻𝗱𝗲𝗱 𝗮𝗽𝗽𝗮𝗿𝗲𝗹 | 𝗖𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲 𝗮𝗽𝗽𝗮𝗿𝗲𝗹 | 𝗣𝗿𝗼𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗔𝗽𝗽𝗮𝗿𝗲𝗹

The journey to founding Dottie's Designs began during COVID-19. My dog, Dottie, was a beacon of light, providing comfort and joy when I needed it most. Inspired by her unwavering support, I named my business after her, symbolizing resilience and hope.

As a mompreneur, balancing home life and starting a new business was no easy feat. With a family to support, I knew I could do more with my life and decided to jump in feet first into the world of custom apparel. I took on multiple roles—salesperson, logistics manager, and accountant, learning and adapting as I went along. Each day presented new challenges and new opportunities to grow and innovate.

Starting from scratch, I immersed myself in learning about custom apparel, driven by a passion for creativity and a desire to make a meaningful impact. Overcoming initial doubts, I embraced each challenge, gradually building confidence and expertise. Dottie's Designs quickly grew from a small venture into a thriving business, known for its unique designs and personalized service.

Balancing the demands of entrepreneurship with my responsibilities at home required a great deal of perseverance and dedication. Late nights and early mornings became routine as I worked tirelessly to build a brand that resonated with customers. The support from my family and the joy of seeing my business grow kept me motivated.

Through dedication and perseverance, I transformed a difficult period into an opportunity for growth and innovation. 

Little did I know, this was setting me up for my next opportunity. 

My journey with Dottie's Designs not only allowed me to create a business but also reinforced the importance of resilience and believing in oneself. This experience showed me that even in the face of adversity, we have the power to redefine our paths and achieve remarkable success.

Founder, Principal

𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 |𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀 | 𝗞𝗲𝘆 𝗔𝗰𝗰𝗼𝘂𝗻𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 | 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁

I oversaw product categories and managed strategic broker relationships, driving impressive sales growth through innovative initiatives. My responsibilities included developing and executing category management plans, focusing on optimizing product assortment, competitive pricing, and promotion strategies.

By analyzing market trends and consumer behavior, I ensured our product lines exceeded customer expectations, resulting in substantial revenue growth. Working with strategic brokers, I forged and nurtured strong, performance-driven partnerships, implementing strategies that enhanced broker productivity and collaboration—skills invaluable for any aspiring entrepreneur.

I played a crucial role in crafting and executing sales and marketing strategies aligned with the company's goals. This involved identifying growth opportunities and launching innovative products. Leading a diverse team of category managers and brokers, I refined my leadership and mentorship abilities, fostering a culture of innovation, teamwork, and excellence.

My tenure was marked by significant achievements, including driving remarkable revenue growth and expanding our market footprint through successful new product launches and strategic market entry initiatives. My contributions were recognized through accolades for exceptional performance and dedication to the company's success.

These experiences have honed my strategic thinking, problem-solving abilities, and results-oriented approach—essential qualities for a successful entrepreneur. The skills I gained in strategic planning, relationship management, and performance optimization have equipped me to build and lead a thriving business.

As I embark on my entrepreneurial journey, I'm eager to leverage these experiences to create innovative solutions and drive meaningful impact.

Director of Category Management and Strategic Broker Network

𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 | 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗮𝘁𝗶𝘃𝗲 𝗦𝗲𝗹𝗹𝗶𝗻𝗴 | 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴| 𝗦𝗮𝗹𝗲𝘀 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 | 𝗖𝗹𝗶𝗲𝗻𝘁 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁

This role has provided me with a comprehensive understanding of sales, leadership, and strategic planning, all of which are essential for running a successful business.

Managing a diverse team of Marketing Associates has honed my leadership abilities. I learned how to motivate, mentor, and guide a team towards achieving common goals. These skills are crucial for any entrepreneur who must inspire and lead a team to success.

Developing and implementing sales strategies to meet district targets has given me a strong foundation in strategic planning. Learned how to analyze market trends, identify opportunities, and create actionable plans. This experience is directly transferable to the strategic thinking required to launch and grow a business.

Building and maintaining strong relationships with clients was at the core of my role at Sysco. 

Understanding client needs and providing tailored solutions taught me the importance of customer-centricity in business. As an entrepreneur, this ability to connect with and satisfy customers will be vital to building a loyal customer base.

Monitoring and analyzing sales performance has given me a keen eye for identifying strengths and areas for improvement. This analytical skill is essential for any entrepreneur, as it allows for continuous improvement and adaptation in a competitive business environment.

My role as a District Sales Manager has prepared me to take on the challenges of entrepreneurship with confidence. 

The skills and experiences I gained in leadership, strategic planning, client relationship management, and performance analysis have equipped me with the tools necessary to build and lead a successful business.

I am excited to leverage this experience as I embark on my entrepreneurial journey.

District Sales Manager

There are moments in your career that make you pause and reflect on the path that brought you here.

Today is one of those moments for me.

I’m incredibly honored to share that I’ve been named Influential Women of Fulshear 2026.

What makes this recognition even more meaningful is the timing. Being recognized during March, International Women’s Month, a time dedicated to celebrating the leadership, resilience, and impact of women across industries and communities, makes it especially special.

Throughout my career, I’ve had the privilege of working alongside some truly remarkable women in Oil & Gas, Energy and Construction. Women who lead teams, solve complex operational challenges, build companies, support their communities, and quietly move entire industries forward.

Many of them do this work without recognition or headlines.

So when I received this honor, my first thought was that it really represents the many people who have been part of my journey along the way.

From my early corporate leadership years at Sysco, where I had the opportunity to lead teams responsible for more than $224M in revenue, to the mentors who pushed me to think bigger, to the clients and partners who trust me today through Powell Consulting Group , every chapter has been shaped by people who believed in the value of relationships, hard work, and long-term growth.

Those lessons continue to guide everything I do today.

Through Powell Consulting Group, I work with Oil & Gas, Energy, and Construction companies to help them build something many organizations struggle with: a predictable revenue pipeline built on strong partnerships, disciplined business development, and meaningful relationships.

But if I’m honest, the part of my work that matters most to me isn’t the strategy or the systems.

It’s the people.

The leaders trying to grow their companies.
The teams working hard to create new opportunities.
The organizations committed to building stronger industries and communities.

Over the years I’ve learned that influence isn’t really about titles, awards, or recognition.

Influence is about impact.

It’s about the conversations that spark new ideas.
The introductions that create opportunity.
The mentorship that helps someone take the next step in their career.

And hopefully, it’s about helping open doors for the women who are coming up behind us.

So during International Women’s Month, I want to recognize the women across our industries who are building businesses, leading teams, supporting their families, and creating real impact in their communities.

Your work matters more than you know.

Thank you to the Influential Women organization for the recognition. I’m truly grateful and honored to be included among so many inspiring women.

🎥 If you’d like to see the announcement, I shared the video in the comments.

Influential Women

Powell Consulting Group

⛷️Have you ever seen a ski lodge pop up inside a Texas sports bar?

Complete with bunny slopes, branded from the Rig to the Ridge t-shirts, and signature Après Ski cocktails?

Most trade show events blend together. 

Same tables, same giveaways, same forgettable pitch. 

Another logo on a water bottle. 

Another branded pen lost in a hotel room. 

🚡But when Oliva Gibbs is throwing a soiree' as a NAPE Expo LP party....

We're talking: 
𝗙𝗮𝘂𝘅 𝘄𝗼𝗼𝗱 𝗰𝗼𝘇𝘆 𝗰𝗮𝗯𝗶𝗻
𝗕𝗿𝗮𝗻𝗱𝗲𝗱 𝗵𝗮𝘁𝘀 𝗮𝗻𝗱 𝘁-𝘀𝗵𝗶𝗿𝘁𝘀 𝘄𝗼𝗿𝘁𝗵 𝘄𝗲𝗮𝗿𝗶𝗻𝗴
𝗖𝘂𝘀𝘁𝗼𝗺 𝗰𝗼𝗰𝗸𝘁𝗮𝗶𝗹𝘀 𝘆𝗼𝘂'𝗱 𝗲𝘅𝗽𝗲𝗰𝘁 𝗶𝗻 𝗔𝘀𝗽𝗲𝗻, 𝗻𝗼𝘁 𝗛𝗼𝘂𝘀𝘁𝗼𝗻
𝗥𝗲𝗮𝗹 𝗹𝗶𝘃𝗲 𝗺𝘂𝘀𝗶𝗰, 𝗿𝗲𝗮𝗹 𝗲𝗻𝗲𝗿𝗴𝘆, 𝗻𝗼 𝗴𝗲𝗻𝗲𝗿𝗶𝗰 𝘀𝗮𝗹𝗲𝘀 𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝗽𝗼𝗶𝗻𝘁𝘀

It was an EXPERIENCE. 

None of this blend-into-the-background boring stuff. 

People stepped in for a drink and walked out with stories, selfies, and new connections. 

And yes, the "slope" was only ten feet long, but that didn't stop grown adults from living out their après-ski dreams in the middle of downtown Houston.

You couldn't miss it on social. 

People tagged the brand, posted stories, and made sure everyone knew where the real party was. 

Think about it: How often do you see people organically promote a trade show event? 

In this case, the crowd did the work.

This isn't luck. 

It's strategy.

Anyone can place an order for swag. 

Few will dream up a mini mountain inside a bar and then pull it off.

Here's what most companies miss:
𝙂𝙧𝙚𝙖𝙩 𝙢𝙚𝙧𝙘𝙝 𝙞𝙨 𝙤𝙣𝙡𝙮 𝙖 𝙛𝙤𝙤𝙩 𝙞𝙣 𝙩𝙝𝙚 𝙙𝙤𝙤𝙧. Nobody bonds over another tote bag.
𝙋𝙚𝙤𝙥𝙡𝙚 𝙘𝙧𝙖𝙫𝙚 𝙚𝙭𝙥𝙚𝙧𝙞𝙚𝙣𝙘𝙚𝙨, 𝙣𝙤𝙩 𝙩𝙧𝙖𝙣𝙨𝙖𝙘𝙩𝙞𝙤𝙣𝙨. Make them feel something, and they'll remember your name.
𝙏𝙝𝙚 𝙗𝙚𝙨𝙩 𝙗𝙧𝙖𝙣𝙙𝙞𝙣𝙜 𝙙𝙤𝙚𝙨𝙣'𝙩 𝙩𝙖𝙡𝙠 𝙖𝙩 𝙥𝙚𝙤𝙥𝙡𝙚. It gives them something to share.

The Olivia Gibbs team turned a fleeting trade show moment into a brand memory that outlasted the event itself. 

They didn't just fight for attention; they became the main event.

I see this all the time: corporate decision-makers in Oil & Gas, Energy and Construction sectors feeling pressured to "do more" at events. 

But breakthrough isn't about outspending or out-shouting. 

It's about creating moments worth retelling.

𝘛𝘢𝘬𝘦𝘢𝘸𝘢𝘺: Stop being forgettable. 

Stop blending in. 

The next time you're planning activation, skip the standard checklist. 

Focus on what will get people talking, posting, and coming back for more.

🏂Sometimes, you have to build a ski lodge in Texas.

𝗪𝗵𝗮𝘁'𝘀 𝘁𝗵𝗲 𝘄𝗶𝗹𝗱𝗲𝘀𝘁 𝗼𝗿 𝗺𝗼𝘀𝘁 𝗰𝗿𝗲𝗮𝘁𝗶𝘃𝗲 𝗲𝘃𝗲𝗻𝘁 𝗮𝗰𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻 𝘆𝗼𝘂'𝘃𝗲 𝗲𝘃𝗲𝗿 𝘀𝗲𝗲𝗻?

Genuinely curious to hear, because this bar keeps getting raised every year.

Oliva Gibbs

NAPE Expo LP

Everyone 𝙇𝙊𝙑𝙀𝙎 to talk about "being authentic" in sales.

But let's tell the truth, putting yourself out there is 𝗔𝗪𝗞𝗪𝗔𝗥𝗗.

I'm talking full-on, sweat-under-your-arms, "do they see my hands shaking?" awkward.

Nobody wants to admit:

𝗧𝗵𝗲 𝗯𝗲𝘀𝘁 𝘀𝗮𝗹𝗲𝘀𝗽𝗲𝗼𝗽𝗹𝗲 𝗮𝗿𝗲𝗻'𝘁 𝘀𝗺𝗼𝗼𝘁𝗵-𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝗿𝗼𝗯𝗼𝘁𝘀.
𝗧𝗵𝗲𝘆'𝗿𝗲 𝗷𝘂𝘀𝘁 𝗿𝗲𝗮𝗹𝗹𝘆, 𝗿𝗲𝗮𝗹𝗹𝘆 𝗴𝗼𝗼𝗱 𝗮𝘁 𝗯𝗲𝗶𝗻𝗴 𝘃𝘂𝗹𝗻𝗲𝗿𝗮𝗯𝗹𝗲.

I learned this the hard way, back in my early days.

I'm standing in a conference room, pitching branded workwear to a group of Oil & Gas execs.

Half of them look bored.

One guy is probably playing Candy Crush under the table.

I'm over here, fumbling with my samples, trying not to drop a box of hi-vis vests.

I blurt out and turned a shade of beet red, "Honestly, I never thought I'd be this excited about reflective tape."

They laughed.

And suddenly, they were paying attention.

And then I was reminded. 

People buy from people they 𝙆𝙉𝙊𝙒, 𝙇𝙄𝙆𝙀, and 𝙏𝙍𝙐𝙎𝙏

We all say it.

But most folks forget the "human" part.

Here's what vulnerability in sales actually looks like:

1. Admitting when you don't know the answer (without turning into a puddle).
2. Sharing a story about the time your branded polos arrived two sizes too small, and you looked like you borrowed clothes from your nephew.
3. Owning your mistakes, instead of blaming "supply chain disruptions" (aka, you forgot to click "send").

It's not about being perfect.

𝙄𝙩'𝙨 𝙖𝙗𝙤𝙪𝙩 𝙗𝙚𝙞𝙣𝙜 𝙧𝙚𝙖𝙡.

Newsflash:

Nobody trusts a walking LinkedIn profile.

They trust the person who admits they get nervous.

Or that they once spilled coffee on a client's custom embroidered jacket before the big reveal.

Vulnerability cuts through the noise.

It connects.

It reminds people you're not selling to check off a quota.

You're selling because you believe you can actually help.

BUT.....You have to put yourself out there again and again.

Even when you'd rather eat your own business cards.

You'll get rejected.

You'll make mistakes.

You'll have days where your "big idea" lands with a thud.

But every time you show up as yourself, awkward, honest, sleeves rolled up, you stand out in an industry full of copy-paste sales scripts.

So next time you feel that cringe creeping up?

Lean in.

Crack the joke you think might bomb.

Admit you're excited about something weird.

Ask the "dumb question."

𝘗𝘦𝘰𝘱𝘭𝘦 𝘳𝘦𝘮𝘦𝘮𝘣𝘦𝘳 𝘵𝘩𝘦 𝘩𝘶𝘮𝘢𝘯 𝘮𝘰𝘮𝘦𝘯𝘵𝘴.

Not the pitch deck.

And if all else fails, just remember:
There's nothing wrong with sweating through your shirt, 
𝙖𝙨 𝙡𝙤𝙣𝙜 𝙖𝙨 𝙞𝙩'𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙮 𝙗𝙧𝙖𝙣𝙙𝙚𝙙.

If you've ever survived a sales call that went sideways, tell me about it.

What's the most vulnerable moment you've had in a pitch?

Pro sales super woman Leigh Haas

People. Pipelines. Purpose.

NAPE Expo LP will test you. 

Not your technical skills.
Not your fancy elevator pitch.
Your feet.

After Day 1, I've seen grown adults barter their company pens for a seat on a nearby ledge.
Heels? Not even once. 👠
Dress shoes? Some of you are braver than the Marines. 

No one comes to NAPE for a relaxing stroll.
Your step count is off the charts.
Your LinkedIn app battery is crying. 😭
You're balancing a badge, coffee, and enough swag to fill a wireline truck.

𝙌𝙪𝙞𝙘𝙠 𝙘𝙝𝙚𝙘𝙠 𝙞𝙣:
Are your feet still attached?
Did you actually eat lunch, or just survive on protein bars and mints?
Did you follow up with the new connections, or is your inbox a graveyard of "We met at..."?
Are you still hydrated, or running solely on coffee and adrenaline?

And let's talk about the networking game.
Some folks walked away with fifty business cards.
Others left with just a headache and three koozies.

Here's the NAPE reality:
You get out what you put in.

𝙄𝙩'𝙨 𝘿𝙖𝙮 2.

Which means you still have...
A stack of business cards to follow up with
That pitch you keep practicing in your head but haven't actually said out loud
Another ten thousand steps on this industrial carpet....10 acres people!!!!

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲 𝗳𝗼𝗿 𝘀𝘂𝗿𝘃𝗶𝘃𝗶𝗻𝗴 𝗗𝗮𝘆 𝟮:
1. Wear the ugly-but-supportive shoes. Style can wait.
2. Hydrate. Not just with bad coffee.
3. If you say "let's connect" one more time, actually do it.
4. Don't be the person who collects swag and leaves. Network.
5. Smile. It makes your elevator pitch at least 40% less awkward. (Science? No. Personal data? Absolutely.)

The real win isn't in the number of handshakes. 🤝
It's in making that one solid connection, learning something useful, or even just sharing a laugh with someone who's also limping toward the exit.

So, how are your feet holding up?
Got any Day 2 survival tips?
Put your best (comfortable) foot forward and drop your funniest NAPE moment below.
Let's see who's still standing.

Snapped with Oil and Gas Global Network crew Casey Thames Laurin Baucum Cheryl Frankeny, PhD

Oil and Gas Global Network

Pipeline Operations and Integrity Leader | Damage Prevention, Corrosion Control, DOT 192/195 | Industry Media and Board Leadership

Director of Administration at Management & Personnel Systems

Principal Consultant & Owner at MPS, Leadership Expert, Executive Coach and Assessor, & Keynote Speaker

Some conversations stay with you long after the microphones turn off.

Recently I had the chance to sit down with my dear friend Tina Degge,  MA, CCC-SLP hosting , redM Podcast, and talk about something that has quietly changed the way I see the world. 

Another country. Another city. Another life.

Then someone asked me a simple question.

“What is redM?”

That moment started a journey I didn’t expect.

Curiosity turned into awareness. Awareness turned into conviction.

And once you really understand what’s happening, especially as a parent, it becomes impossible to see the world the same way again.

On the podcast, Tina and I talked about the moment trafficking stopped feeling distant and became personal. We talked about the role organizations like Redeemed play in providing restorative care for survivors. And we talked about something I think a lot of people need to hear.

You don’t have to solve the entire problem.

You just have to decide to show up.

Movements don’t grow because a few people do everything.
They grow because many people do something.

For some people, that means learning.
For others, it means volunteering.
For others, it means supporting organizations doing the work every day.

And sometimes it simply starts with a conversation.

One of the things I shared with Tina is how vulnerable kids can be in a digital world most parents didn’t grow up in. Awareness matters. Education matters. And communities that are willing to talk about hard things matter even more.

That’s why events like the upcoming 𝗚𝗼𝗹𝗳 𝗳𝗼𝗿 𝗚𝗼𝗼𝗱 𝗧𝗼𝘂𝗿𝗻𝗮𝗺𝗲𝗻𝘁 matter so much.

On April 6, our community will come together to support the work being done through Redeemed and the broader redM movement to fight trafficking and support survivors rebuilding their lives.

There is still availability for:

• Sponsorships
• Foursomes
• Individual players

And every person who shows up helps move the mission forward.

Because trafficking only stays invisible when communities stay silent.

I’m incredibly grateful to Tina for creating a space on The Movement Podcast where these conversations can happen with honesty and heart. She’s an amazing host and someone deeply committed to helping people understand how real change begins.

If you’ve ever wondered how movements actually grow, this episode is a powerful reminder.

It usually starts with a question.

Then a conversation.

Then a group of people deciding that someone should do something.

And realizing...
that someone might be us.

If you’d like to listen to the full conversation, the link to the episode is in the comments.

And if you’re interested in joining us for Golf for Good on April 6, feel free to reach out. We would love to have you there.

Bilingual SLP

redM

Redeemed

Most sales teams brag about their potential. 
But their pipeline says otherwise.

I'm Jada, founder of Powell Consulting Group
I help Oil & Gas, Energy and Construction companies stop talking about growth and actually make it happen.

Here's the cycle I see every week.
Great teams. Strong capabilities. Ambitious goals.
But pipeline is lumpy. Partnerships stall. Key accounts flatline.
Everyone keeps working hard, but revenue drifts off target.
Sound familiar?

That's where I come in.

My job is simple:
- Build a pipeline that doesn't disappear next quarter
- Win deals with accounts that actually move the needle
- Turn "maybe partners" into real revenue streams
- Give leadership a system they can actually track (not just wishful forecasts)

I know the enterprise slog.

Before launching Powell Consulting Group, I spent years at Sysco leading corporate teams, winning awards as a District Sales Manager, and running $224M in business as Director of Category Management.
My teams supported a broker network of 1,000, including six of the country's largest.
Everything I learned there shapes how I work now.
I get laser clear on priorities, never hide from accountability, and refuse to let key accounts slip through the cracks.

My clients have a few things in common:
- They work in Oil & Gas, Energy or Construction
- Their sales cycles are long, and every deal counts
- They're tired of "maybe next quarter" excuses

Most come to me for three reasons:
- They need pipeline that doesn't keep them up at night
- They want key accounts to actually grow, not just get managed
- They want partnership revenue, not just promises

If you want a senior partner who's actually sat in your seat, built real plans, and isn't afraid to drive execution, let's talk.

Ready to stop guessing and start growing? 
Set up a strategy call with me, and let's get to work.

What do I actually do as an oil and gas business development consultant?

Forget the fancy titles. 

Here's the truth bomb.💣

I'm not just selling drilling rights or tracking barrels. 

I'm a translator. 

A fixer. 

Sometimes a firefighter.

One day, I'm stuck in the middle of a regulatory mess, trying to figure out why a deal that was simple on Friday now feels legally impossible on Monday. 

Next, I'm a therapist for a CEO who just watched their best prospect go up in smoke. 💨

It's never just about the oil.

A client calls, desperate. 

Their project's stalled. 

Stakeholders are circling. 🦈

Timelines slipping. 

The room feels smaller. 

The numbers aren't working.

That's when I show up.

No parachuting in with pitch decks. 

I listen first. 

I dig into what's really going wrong. 

Why did this partnership fail? 

Where did trust break? 

Is this even about price, or is someone just not ready to deal?

The deals I broker aren't just contracts. 

They're about confidence. 

I have to translate all the industry jargon into plain English so the finance team, engineers, and lawyers actually agree for once.

Sometimes, I'm the only one who feels the sting of missed opportunity. 

I wake up thinking about the rig that never broke ground. 

The handshake that didn't close.

Nobody writes "resilience" or "grit" into this job description. 

But that's what I use most.

I chase leads that look dead.

I nurture relationships that could take years to ever pay off, if they pay at all.

I get told "no" more than "yes," but I keep going.

I don't just open doors. 

I build the hallway.

And when a deal finally closes, it's never about posting some win or chasing awards. 

It's just the quiet relief of knowing I brought the right people together at the right time. 

That a landowner trusts their gut. 

That a team gets to actually do their work. 

That real, usable energy can flow because I did my job.

I'm a consultant, a builder, a translator. 

But most days, I'm just the one who sees what's possible before anyone else does.

That's what I do. 

The rest is just noise.

Powell Consulting Group

I got the invite. 📫

Joseph J Raetzer, MBA, JD asked me to join him on 𝙒𝙖𝙡𝙡 𝙎𝙩𝙧𝙚𝙚𝙩 𝙩𝙤 𝙔'𝙖𝙡𝙡 𝙎𝙩𝙧𝙚𝙚𝙩.

That's probably a mistake he'll only make once.

We hit record and, suddenly, everything was up for grabs.

Family?

We went there. 

Turns out raising kids while juggling work-from-home chaos makes you either a better parent or a better liar. 

𝘚𝘰𝘮𝘦𝘵𝘪𝘮𝘦𝘴 𝘣𝘰𝘵𝘩.

Mental health? 

Absolutely. 

We traded stories about those days when even getting out of bed feels ambitious. 

Layoffs? 

Of course. 

Because who hasn't been ambushed by a surprise Zoom meeting that ruins their lunch plans? ☠️

We shared a few horror stories and laughed at how corporate America thinks a Starbucks gift card counts as severance.

And then the big reveal.

Joseph wanted to know what I'm cooking up next.

So I shared the real news. 

Powell Consulting Group

No more hiding as "just another employee." 

Now it's just me, my business, and a family that's suspicious of all my "strategy sessions" that happen on the living room couch.

We swapped tales of entrepreneurial wins, fails, and the truly weird stuff people won't admit on LinkedIn. 

𝘓𝘪𝘬𝘦 𝘭𝘢𝘶𝘯𝘤𝘩𝘪𝘯𝘨 𝘢 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘸𝘪𝘵𝘩 𝘯𝘰𝘵𝘩𝘪𝘯𝘨 𝘣𝘶𝘵 𝘢 𝘭𝘢𝘱𝘵𝘰𝘱, 𝘵𝘩𝘳𝘦𝘦 𝘮𝘶𝘨𝘴 𝘰𝘧 𝘤𝘰𝘭𝘥 𝘤𝘰𝘧𝘧𝘦𝘦, 𝘢𝘯𝘥 𝘩𝘢𝘭𝘧 𝘢 𝘱𝘭𝘢𝘯.

The best part? 

Joseph forced me to be honest. 

No scripts. 

No fake optimism. 

Just real talk about the ugly, hilarious reality of starting over.

If you want to hear two people telling the truth about family, mental health, work, and why you should never trust a calendar invite from HR, you'll want to tune in.

Episode drops soon. 

Bring your sense of humor. 😜

You'll need it.

Tag someone who loves a good comeback story, or who just wants to know what happens when you stop pretending everything is fine.

#livideo

Ex-Wall Street Lawyer➡️ Host of “Wall Street to Y’all Street” podcast and Corporate, M&A and Securities Lawyer💸 $100B+ & 20+ Years Experience (NY & TX Licensed) 🎖️Veteran

Twenty years married to Adam Powell.

That's not just a milestone. 

That's a statistical anomaly.

Twenty years.

That's 7,300 days.

Or, if you count in marital math:

𝟱,𝟬𝟬𝟬 "What do you want for dinner?" debates (results still inconclusive)
𝟯𝟬𝟬 "You're snoring again" midnight nudges (he denies it, naturally)
𝗔 𝗳𝗲𝘄 𝘁𝗵𝗼𝘂𝘀𝗮𝗻𝗱 inside jokes that would make zero sense to anyone else
𝟭,𝟬𝟬𝟬 apologies, sometimes for things neither of us remembers
And at least 𝟮𝟬𝟬 hours spent looking for my keys

People post about marriage like it's all sunset walks and Instagram-worthy matching pajamas. 

𝘖𝘶𝘳 𝘷𝘦𝘳𝘴𝘪𝘰𝘯? 😆

"I don't have any socks???"
"Why are there three open jars of salsa in the fridge?"
"Are you awake???"

They say time flies when you're having fun. 

I still laugh at his dad jokes. 

Mostly at him, sometimes with him.

We have an entire language of eye rolls, sighs, and "really?" looks.

We've survived launching and putting a boat on a trailer 250 times. 🛥️

That's a legally binding level of teamwork.

Big moments, sure, we've had them. 

𝘉𝘶𝘵 𝘵𝘩𝘦 𝘳𝘦𝘢𝘭 𝘴𝘵𝘶𝘧𝘧 𝘪𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘦𝘷𝘦𝘳𝘺𝘥𝘢𝘺:

Sideways glances across crowded rooms

Knowing exactly how to push each other's buttons, then pretending it was "accidental" ☠️

We've seen each other at our best (promotion, celebration, nailing a new recipe on the first try).

We've seen each other at our worst (flu, family drama, hardships).

My advice? 

Don't marry someone you can live with. 

Marry the one you can laugh with when all hell breaks loose.

I won't pretend it's all magic. 

𝙒𝙚 𝙜𝙚𝙩 𝙤𝙣 𝙚𝙖𝙘𝙝 𝙤𝙩𝙝𝙚𝙧'𝙨 𝙣𝙚𝙧𝙫𝙚𝙨. 

He and our daughter leave a trail wherever they go. 

Sometimes we'd both rather be on our phones than talk about our feelings. 

That's normal.

But I'd pick the same person, every time, even though he says "not it" when I just made the kid's quesadillas for 3 nights in a row. 

If you've clocked in more than a few years with someone and you're still willing to split the last slice of pizza, you're doing it right.

Cheers to twenty years, and to still being in love. 

Anyone else out there counting in decades?

Project Manager

Reposting this from @thepowell-consulting-group because this conversation keeps coming up behind closed doors.

I spend a lot of time talking with leadership teams in Oil & Gas, Energy, and Construction. 

Strong operators. 

Smart people. 

Real capability.

And yet, the same quiet frustration surfaces:
“We should be growing faster than this.”

Not because the market isn’t there.

Not because the team isn’t talented.

Not because the goals aren’t ambitious.

But because pipeline feels inconsistent.

Because key accounts aren’t expanding.

Because partnerships sound good in meetings but don’t show up in revenue.

Here’s what I’ve learned over the years, both leading $224M portfolios inside a large enterprise and now building commercial systems for industrial companies:

Hard work is not the differentiator.
Structure is.

Most sales teams don’t have a motivation problem.
They have a design problem.

The wrong accounts get attention.
The right accounts get “managed.”

Forecasts are built on hope instead of disciplined qualification.
And partnerships live in the “strategic” category instead of the revenue column.

When pipeline feels lumpy, leaders react tactically.

Push the team harder.
Add more prospecting.
Run another campaign.

But if the commercial engine itself isn’t engineered correctly, more activity just creates more noise.

In long-cycle industries like ours, one or two key deals can swing a quarter. 

That means you can’t afford randomness. 

You need:
Clear target account selection.
Defined partnership pathways.
Structured follow-up discipline.
Visibility leadership can trust.

Growth in industrial markets isn’t about hype. 

It’s about alignment and execution over time.

That’s the work we’re doing at Powell Consulting Group, helping companies replace “maybe next quarter” with predictable, measurable momentum.

If you’re sitting in a leadership seat and thinking, “We’re close… but something isn’t clicking,” you’re not alone.

The good news? This is fixable.

I’d love to hear from other leaders in this space:

What’s the most frustrating part of your current pipeline: volume, velocity, or visibility?

Most sales teams talk about growth.

Their pipeline tells a different story.

At Powell Consulting Group, we work with Oil & Gas, Energy, and Construction companies that are tired of forecasting ambition and ready to engineer revenue.

Here’s the pattern we see every week:

Strong technical teams.
Proven operational capability.
Aggressive growth goals.

But the pipeline is inconsistent.
Partnership conversations stall.
Key accounts plateau.

Revenue projections look good in meetings, and soft in reality.
Everyone is working hard.
Yet growth drifts off target.

That’s not a talent problem.

It’s an infrastructure problem.

Our role is clear:
 • Build a pipeline that doesn’t reset every quarter
 • Target and win accounts that materially impact revenue
 • Convert “exploratory partnerships” into measurable income streams
 • Install a sales and partnership system leadership can track with confidence

We understand the enterprise grind because we’ve led inside it.

Before launching Powell Consulting Group, our founder led corporate sales teams at a national scale, managing $224M in business, supporting a broker network of 1,000+, and working alongside six of the country’s largest organizations. 

The lessons from that environment shape every client engagement:

Clarity over noise.

Execution over intention.

Accountability over optimism.

The companies we partner with typically share three traits:
 • Long sales cycles where every deal matters
 • High-value contracts that require strategic pursuit
 • Frustration with “maybe next quarter” conversations

They come to us when they need:
 • Predictable, trackable pipeline
 • Key account strategies that produce expansion
 • Partnership models that generate real revenue

Growth in industrial markets is rarely about working harder.

It’s about building a commercial engine that doesn’t rely on momentum or luck.

If your leadership team is ready to replace hopeful forecasting with disciplined execution, let’s start the conversation.

Stop guessing.

Start building.

Ready to chat?

Book a call with our founder Jada Powell, link in the comments.

You're not Exxon. 
You're not Shell. 
So why are you hiring Business Development like you run a Fortune 100?

The ugly truth:
Full-time BD leaders are expensive, slow to ROI, and half the time, they're building their own mini-kingdoms.

⛽️ Energy, Oil and Gas, Construction, the "mid market" isn't playing on easy mode. Every dollar counts. The wrong hire stings for years.

STOP HIRING FOR EGO. START BUYING FOR RESULTS. 
Most companies throw a salary, benefits, and a truck at the "BD problem" and hope magic happens. 

What they get? 
- Overhead 
- Meetings 
- PowerPoints nobody reads 
- CEO's frustration level: MAXED OUT

Fractional BD is different. 
You buy outcomes, not hours. 
Speed, experience, zero fluff. 
You keep your payroll lean and your pipeline active.

👷♂️ You wouldn't hire a full-time crane operator if you only pour concrete twice a year.

So why saddle your business with a full-time BD leader when you need someone who drops in, lands deals, then gets out of the way?

THREE ADVANTAGES OF FRACTIONAL BD: 
- Immediate impact 
- No baggage 
- Flexes with your needs

Here's the kicker:
Fractional leaders are usually ex-GMs, ex-owners, people who've actually closed deals that matter. Not "professional BD" lifers with fancy resumes and soft hands.

👉 Imagine this: 
Your competitors are locked in 6-month onboarding cycles. 
You're already introducing new partners, new revenue, and new markets. 
Who wins?

NO, YOU WON'T LOSE CONTROL. 
You'll finally gain it. 
You choose outcomes, you set the pace, you get results that stick.

Trying to conquer today's market with yesterday's playbook? 
That's how you end up stuck in neutral while everyone else floors it.

Fractional BD for Oil and Gas, Energy, Construction. 
Less cost. More deals. Fewer headaches.

Any questions?

Powell Consulting Group

#RedMonday

How far would you run if it actually meant changing someone's life?

On Saturday, I saw the answer.

We swapped the conference calls for running shoes and joined the redM Leprechaun Leap organized by redM Oil and Gas Group .

Not your typical corporate crowd. 

Picture our favorite CTO/CMO in a glittery green tie. David Reid 👔

Some ran fast. 

Some strolled at a snail's pace. 

Some walked their distracted Labrador and almost tripped over said Labrador's leash 100 times. (Dang it Dottie!)

Leprechaun Leap wasn't about medals or PRs. 

We were out to make some real noise for Sparrow House of Redeemed .

Sparrow House doesn't just provide shelter, it's a launchpad for women fighting their way back from being trafficked. 

We're talking about second chances. 

Real ones. Not the "we'll get back to you" kind, but the kind that rewrites someone's story. 

That's why dozens of us dragged ourselves out of bed on a Saturday morning. 

That's why the banter, the sweat, the sore legs on Monday. 

If you've ever wanted to see the corporate world put its money and time where its mouth is, this was it.

And here's what I wish more people understood: events like this aren't about looking good on social media. 

They're not about ticking the "community service" box for the year. 

They're about rolling up your sleeves, showing up, and doing something that actually moves the needle for people who need it, right now.

Missed it? Don't worry. Second chances are rare, but we've got one.

Golf for Good is back, April 6th. 🏌️♀️

This isn't a stuffy tournament with hushed voices and predictable speeches. 

If anything, it's a little chaotic, a lot of fun, and dead serious about making a difference. 

We're switching things up this year:

𝗦𝗵𝗼𝘄 𝘂𝗽 𝗼𝗻 𝘆𝗼𝘂𝗿 𝗼𝘄𝗻? Perfect. We're welcoming single players for the first time. You'll build your squad on the fly, meet new faces, and maybe even outdrive someone who's been swinging clubs for decades.

𝗡𝗲𝘃𝗲𝗿 𝗽𝗹𝗮𝘆𝗲𝗱 𝗮 𝗿𝗼𝘂𝗻𝗱 𝗼𝗳 𝗴𝗼𝗹𝗳? Even better. We need volunteers who aren't afraid to get their hands dirty. No experience necessary, bring your energy, your curiosity, and your willingness to pitch in.

𝗪𝗮𝗻𝘁 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘁𝗼 𝘀𝘁𝗲𝗽 𝘂𝗽 𝗳𝗼𝗿 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘁𝗵𝗮𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀? We're looking for sponsors who care about real, measurable change. Not just slapping a logo on a banner.

Here's the bottom line: Golf isn't the point. People are.

If you're tired of the talk, tired of waiting for someone else to take the lead, now's the time to do something. Skip the endless planning. Stop telling yourself you'll get involved someday. 

Sign up.
Show up.
Do some good.

Tag a friend who would actually put in the effort. Tag a boss who owes you a day on the course. Tag your competitor and dare them to show up for more than just the leaderboard. ⛳

April 6th. Let's swing for something real.

See you on the green.

Nobody tells you how fast your identity can vanish.

One day, I was a Director managing $224 million in revenue, overseeing 1,000 brokers, and running major markets at Sysco. 

My calendar booked weeks out, my phone blowing up all day, my inbox stacked with decisions only I could make. 

I was the go-to. 

The operator. 

The person who knew how to build new business and put out fires before they started.

Then one call changed all of it.

COVID layoffs hit. 

My title? Gone. 

My network? Silent. 

The sense of control? Vaporized in seconds.

You don't plan for that kind of silence. 

You don't train for the moment your "work family" moves on without you, politely, but fast. 

The routines, the urgency, the need to perform, gone overnight. 

That's when reality hits. You're not your LinkedIn bio. You're just you, stripped of armor.

Nobody talks about the spiral. The months of uncertainty. The insomnia. Wondering if the last decade even mattered or if you were just a cog in the machine.

But here's the thing about hitting zero: you start caring less about what people think and more about what you want to build.

I started a custom apparel hustle. Not exactly a logical next step for a former exec. Friends thought I lost it. The first order came in and I packed it myself, sweating over every detail. That old feeling of impact flickered back on.

This is what nobody preaches: The narrower you go, the more you stand out. The more value you deliver, the more people remember your name. The bigger the bets, the messier the wins, but also the lessons.

That experience changed my playbook. I started working with companies that want results, not PowerPoints. Fractional sales and marketing for teams sick of empty pipeline promises. No fluff, just new deals.

Now, I run Powell Consulting Group. I see the same patterns everywhere: leaders hiding behind titles, companies avoiding risk, teams terrified of missing targets but not willing to change.

Joseph J Raetzer, MBA, JD brought me on Wall Street to Y'all Street to talk about all of this. 

We go deep on:
- Leading when you don't have the badge or title
- Recovering from a layoff without losing your edge
- Turning competitors into allies
- Choosing hard customers who pay, over easy wins that disappear
- Checking your ego at the door and building for the long game

If you want resume stories, scroll my feed. If you want the ugly, real, unvarnished playbook, listen to our conversation.

For every exec who's had the rug pulled out: it's survivable. The secret? Drop the ego, build something real, and find people who bet on you, not your business card.

Tag the person who needs to hear that today. They'll thank you later.

Houston networking is WILD, y'all. 🤠

You haven't really networked until you've survived an HTown Handshakes at the Cannon.

I walk in and the place is packed. Swarms of people. New faces everywhere.

First conversation, someone actually says, "Hey, I've seen your name pop up. Didn't you try to get a meeting with [insert dream client nobody ever gets a call back from]?" 

My only answer is a laugh, because yes, I probably sent more emails than I care to admit. Suddenly this new connection offers, totally unprompted, to make an introduction.

Let that sink in.

Weeks of chasing go quiet. 
One handshake later, my inbox has a pulse. 
Day made.

But here's the best part.

On the way out, as I'm already thinking about beating traffic and what I'm going to grab to eat, someone stops me. 

Not for a pitch, not for a sales script. Just a quick chat. Lo and behold, he is in a market that I spent my entire career in before becoming an entrepreneur.

I give him the real playbook, ideas of people to share his vision with from my former life. 

Day REALLY made.

Five minutes later, I realize something that hits me every single time I do this: Networking is not just about what you can get. It's about what you can give back.

It's not just a city full of suits and LinkedIn profiles. It's a living, breathing web where you get to be the one who helps someone else out of a jam, purely because you showed up.

And that's the entire reason I never say no to a good event.

You don't go because you think you'll walk away with a stack of new clients or a signed contract. You go because you have NO IDEA what's going to happen. 

Sometimes you get the intro you've chased for months. Sometimes, without planning it, you're the hero in someone else's story.

Random? Sure.
Chaotic? Absolutely.

Houston, you're a mess but you're my kind of mess. 😍

In this city, deals happen in coffee shops, introductions are made in parking lots, and sometimes your next opportunity wears jeans and eats street tacos at the same table as you.

So, if you see me at an event, just know: I'm not there for the name tag or the cheese cubes. I'm there because this city never fails to surprise me. 

Show up. Say hi. Offer help. Ask for help. Walk away knowing you never wasted a conversation. 

That's how doors open here. That's why I keep putting myself out there.

And, if you've ever had a Houston networking moment where everything flipped because of one conversation, drop it here. Tag that person. Let's keep the luck rolling.

Your next big break? It's not sitting at your desk. It's out there, somewhere in this city, waiting for you to say yes to a room full of strangers.

Houston, you're wild, but you're magic. 🎩

What's the most unexpected connection you've made in this city?

Stop burning cash on old-school hiring.

If you run an oil and gas company, you've probably been told to build a "rockstar" business development team in-house. 

Full-time. 

Permanent. 

Safe bet, right? 

Wrong. 

That's how you end up in the slow lane, watching competitors pass you while you wait for resumes and onboarding to magically turn into revenue.

Let me tell you the secret execs rarely admit: 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗮𝗻𝘁𝘀 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝗴𝗿𝗼𝘄𝘁𝗵 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗼𝗿𝘀.

I've been inside these boardrooms. 

I've seen companies sign off six-figure budgets for BD hires with big resumes and big promises, only to watch months churn by with little to show. 

Meetings get booked. 

Decks get made. 

But deals? 

Not so much. 

Meanwhile, the smart companies do something different. 

They bring in a fractional business development pro. 

Two weeks later? 

They're already chasing new leads, opening new accounts, and getting traction where others are spinning wheels.

Why does it work? 

Fractional consultants are allergic to bureaucracy. 

We don't have time for long onboarding. 

Internal politics? 

Not my problem. 

My reputation depends on one thing, and one thing only: 𝘳𝘦𝘴𝘶𝘭𝘵𝘴. 

Here's the difference no one talks about:

- Full-time hires need months to settle in. 𝘍𝘳𝘢𝘤𝘵𝘪𝘰𝘯𝘢𝘭 𝘱𝘳𝘰𝘴 𝘴𝘩𝘰𝘸 𝘙𝘖𝘐 𝘪𝘯 𝘸𝘦𝘦𝘬𝘴.
- Permanent teams cost you year-round, benefits and all. 𝘍𝘳𝘢𝘤𝘵𝘪𝘰𝘯𝘢𝘭 𝘱𝘳𝘰𝘴 𝘨𝘦𝘵 𝘱𝘢𝘪𝘥 𝘵𝘰 𝘱𝘦𝘳𝘧𝘰𝘳𝘮, 𝘯𝘰𝘵 𝘫𝘶𝘴𝘵 𝘴𝘩𝘰𝘸 𝘶𝘱.
- Internal teams get caught in office politics and endless meetings. Fractional pros have one mission: 𝘣𝘶𝘪𝘭𝘥 𝘱𝘪𝘱𝘦𝘭𝘪𝘯𝘦, 𝘤𝘭𝘰𝘴𝘦 𝘥𝘦𝘢𝘭𝘴, 𝘳𝘦𝘱𝘦𝘢𝘵.

Still think you need a permanent "growth team"? 

Look at the math. 

Bringing in a senior business development exec often means six figures just in base salary, plus bonuses, plus a honeymoon period where everyone tiptoes around them so they can "make their mark." 

Been there. 

𝙎𝙚𝙚𝙣 𝙞𝙩 𝙖𝙡𝙡.

Fractional is different. 

You get heavyweight strategy. 

Battle-tested playbooks. 

Zero long-term baggage.

And it's flexible. 

If the market shifts, or your priorities change? 

You pivot immediately, with no contracts to unwind or HR headaches to clean up.

Is fractional a shortcut? 

No. 

𝘐𝘵'𝘴 𝘢 𝘴𝘮𝘢𝘳𝘵𝘦𝘳 𝘳𝘰𝘶𝘵𝘦.

The best CEOs I know don't care about how many people are on the org chart. 

They care about who actually brings in revenue. 

The ones willing to ignore business school dogma and hire for outcomes are the ones who win.

I've used this model to drive results for companies like Sysco, where every quarter felt like a playoff game. 

But as a fractional, I bring more agility and less drag. 

You get my A-game without the overhead.

Ready to get results that actually show up on your bottom line?

Drop me a message. 

Let's see what real business development feels like.

@

I closed deals the CEO couldn't.

That wasn't random, and it wasn't luck.

Here's how it happened.

First, I didn't show up trying to be clever. 

No fancy decks. 

No scripts. 

I just listened.

It sounds simple. 

It's not. 

Most consultants think they need to impress. 

The reality? 

Clients already have a hundred people pitching them fluff. 

They want someone sharp enough to cut through the noise. 

That's your edge.

I found the problem underneath their "problem." 

Every client says they want growth, leads, or revenue. 

They're lying. 

What they actually want is proof they matter. 

Proof something will change. 

They want a reason to trust.

So, I stripped the pitch down to three sentences. 

No false promises, no pressure.

Just specifics:

Here's what I see.
Here's what I can fix.
Here's what happens if you don't.

Then I shut up. 

Silence is uncomfortable, but that's where the deal gets made. 

People trust confidence, not noise.

When you stop talking, you find out what scares them. 

That's leverage.

The results? 

Closed two contracts in four weeks. 

Why did it work?

I wasn't there to "sell." 

I was there to solve.

Most BD people are just hunting commission. 

Clients smell that a mile away.

Instead, I positioned myself as the technical operator who wanted the headache to go away, fast.

I explained what no one else would say out loud: If we don't do this in 30 days, your pipeline is dead for Q3. 

No one had said that to them before.

That urgency triggered action.

Not panic, but clarity.

Here's the funny thing. 

CEOs often overcomplicate it.

 They think authority is about telling. 

It's not. 

Authority is about showing you see what others don't, then stating it simply.

Process? 

Ruthless focus. 

I disqualified bad fits fast. 

No "maybe" calls, no endless coffee chats. 

The faster I got to no, the faster I got to yes.

Results? 

Clean pipeline, closed deals.

That's it.

The lesson is simple. 

If you want to close deals when everyone else is stalled, drop the theater. 

Hunt for pain, offer clarity, walk away if it's not real.

People don't want another seller. 

They want someone who can tell them the truth, fix the root, and leave them better than they started.

If you can't do that, you're just noise.

Powell Consulting Group

Last week, I got feedback on one of my posts.

Not the "𝘀𝗺𝗮𝗿𝘁 𝗶𝗻𝘀𝗶𝗴𝗵𝘁" kind.

The "𝘺𝘰𝘶'𝘳𝘦 𝘳𝘶𝘪𝘯𝘪𝘯𝘨 𝘓𝘪𝘯𝘬𝘦𝘥𝘐𝘯 𝘸𝘪𝘵𝘩 𝘵𝘩𝘪𝘴 𝘈𝘐 𝘫𝘶𝘯𝘬" kind.

Apparently, my post and the AI image I paired with it, were "𝙬𝙤𝙧𝙩𝙝𝙡𝙚𝙨𝙨."

That's a direct quote.

Bold move. 

I respect the confidence.

Especially from a guy whose name was something like "𝘑𝘢𝘮𝘦𝘴𝘓𝘰𝘢𝘯𝘈𝘱𝘱𝘳𝘰𝘷𝘢𝘭𝘍𝘢𝘴𝘵123" and whose headline was an emoji salad followed by "𝗖𝗿𝘆𝗽𝘁𝗼 𝗩𝗶𝘀𝗶𝗼𝗻𝗮𝗿𝘆 | 𝟭𝟬𝘅 𝗚𝗿𝗼𝘄𝘁𝗵 𝗖𝗼𝗮𝗰𝗵."

But let's be fair. 

Maybe James is right.

Maybe my post really was just noise, digital landfill, another drop in the content ocean.

Except for one small thing.

That post was my highest performing post in the past 30 days.

I'm talking record impressions.

More reactions than a pricing increase memo.

Comments rolling in from a mix of friends, strangers, and bots promising to "𝙗𝙤𝙤𝙨𝙩 𝙢𝙮 𝙗𝙪𝙨𝙞𝙣𝙚𝙨𝙨 𝙬𝙞𝙩𝙝 1000% 𝙚𝙣𝙜𝙖𝙜𝙚𝙢𝙚𝙣𝙩."

So according to the algorithm, and apparently half of Eastern Europe's finest LinkedIn lead generators, my "𝘄𝗼𝗿𝘁𝗵𝗹𝗲𝘀𝘀" post was absolutely worth everyone's time.

Funny how that works.

I used to see spammers and bots as a bad sign.

A trigger to nuke a post and question everything.

Now? I treat it like a badge of honor.

The more spam you attract, the more reach you've got.

If the robot army is showing up, you must be doing something right.

Here's the reality in B2B:
Everyone says they want "𝘦𝘯𝘨𝘢𝘨𝘦𝘮𝘦𝘯𝘵," but when it arrives wearing a fake profile and peddling AI solutions for $19.99 a month, people panic.

I don't.

The fastest indicator of real reach isn't congratulatory DMs from your friends.

It's the random dude from Tbilisi offering to build your sales funnel for $47.

It's the vague "𝗚𝗿𝗲𝗮𝘁 𝗖𝗼𝗻𝘁𝗲𝗻𝘁!" from someone whose profile pic is a stock photo of a handshake.

You want clean, safe LinkedIn?

Good luck. That's not how the platform works.

If your content never attracts spam, it probably isn't reaching humans either.

So, to JamesLoanApprovalFast123, thank you.

You're proof the post worked.

I hope you keep commenting. I need the engagement.

AI is here. Spammers are here. The reach is definitely here.

And if a bot wants to call my post worthless, I'll take the impressions and keep moving.

If you're still worried about spam comments, remember: you can always turn off comments.

But that would spoil all of the fun, wouldn't it?

But then you'd miss out on all this free validation.

Why do GTM strategies in industrial sectors look great on slides but fall apart in reality?

It's not a coincidence.

I've seen dozens of go-to-market launches stall out, budgets burned, and teams left wondering what went wrong. Not because they lacked ambition, talent, or resources. But because they built their plans for a conference room, not a jobsite.

Most strategies ignore one critical fact, complex sectors like Oil & Gas, Energy and Construction don't care how slick your presentation is. They care about risk.

Procurement leads don't wake up thinking about your product's "unique value proposition." They're trying to avoid a call at 2am when something goes wrong. They're fighting to stay off project overrun lists. They're measured by uptime, budget and headaches avoided.

But most teams keep pitching features.

They load up the deck with technical specs, software integrations, and promised efficiencies nobody can actually measure. Then they wonder why the room goes silent when it's time for questions.

Here's what I see over and over:

1. Trying to apply "tech" sales tactics in sectors built on relationships and track record.
2. Ignoring the real buyer (hint: it's usually procurement or operations, not the innovation office).
3. Assuming every account plays by the same playbook.
4. Leaning on buzzwords, "synergy," "optimization," "AI-powered", as if that ever closed a deal.

A predictable pipeline starts with brutal honesty. 

You want traction? Go where it hurts:

Forget the "decision maker" myth. In industrial sales, authority is layered and stretched. The true obstacle is usually a combination of gatekeepers with five-year memories of every deal gone wrong.

Stop thinking your value is obvious. Unless you can PROVE you've done this before, at this scale, with this level of risk, nobody's listening.

Don't wait for RFPs. If your first conversation is after the bid drops, you're already out.

Build relationships with the "keepers of the pain" early. That means ops managers, site engineers, procurement leads. Walk the yard. Show up unannounced. Listen more than you talk.

Show proof, not potential. Bring site visit invites. Put real case studies in front of them. Name numbers, not "percentages improved."

Most pipeline problems are contact problems. Not enough real conversations. Too much time spent perfecting pitch decks for people who don't sign the PO.

I can't count how many times I've heard, "We have a great product, just can't get anyone to commit." That's not a product problem. That's a pipeline strategy problem.

If your GTM isn't building trust before the sale, all you're doing is refreshing your CRM dashboard. 

That's why I ignore most "best practices." They're generic. They belong on a webinar, not in the field.

Share the most overrated GTM advice you've ever heard. 

Let's have an honest conversation about what it really takes to get results in this industry.

taplio

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Jada Powell

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taplio

The Battle

Robert Harris

Jada Powell

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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);}Robert Harris's LinkedIn Performance

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Performance ScoreRobert Harris's LinkedIn Performance