Warren Hammond

CRO | CCO | CSO

Senior Commercial Executive with a passion for Sales and Sales Teams.
Led fast-growing sales teams (100%+ yoy) in the UK, India, Benelux
Experienced European leader - Benelux, UK, Nordics, DACH, Italy and Eastern Europe
Collaborative leader with a focus on driving high performance with a focus on data, playbooks and inspiring teams to realise their potential.
Natural, enthusiastic communicator with all stakeholders
Financially literate - forecasting, P&L, profitable growth and ROI analysis
Experience with Private Equity and Investors
Successfully exited an Axel Springer business in 2020

For over 20 years, I've been taking on sales targets and beating them - from selling space in phone books straight from university to running international, multi-channel sales and marketing teams. The most enjoyable part of my career has been working with groups of motivated individuals and transforming them into a winning team.

Since finishing my last full-time role, I've worked as an advisor and fractional CRO across Europe,  developing ambitious strategies and building sales organizations that drive growth and increase profitability.
Passionate about helping individuals and teams succeed.

Executive Member

At Rhino Consulting, I work with founder owners, business leaders and sales professionals to improve the whole sales organisation - through strategy, structure, methodology and management – analysing the entire organisation that supports the salespeople. And then making it better.
Clients: Studytube, Panda International, Yonego, PCN, Belvilla, Social Talent, SendCloud

𝗠𝗶𝗻𝗱𝘀𝗲𝘁 — 𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 𝗶𝘀 𝗯𝗼𝗿𝗶𝗻𝗴. 𝗧𝗵𝗮𝘁'𝘀 𝘁𝗵𝗲 𝗽𝗼𝗶𝗻𝘁.
 
Everyone wants the breakthrough. 
Nobody wants the boring part before it.
 
Consistency is not exciting. 
It's repetitive. It's unglamorous. It's slow.
 
That's exactly why it works.
 
Because most people quit when it gets boring. 
And boring is where the compound effect lives.
 
A simple standard: 
Do the thing when you don't feel like it. 
That's the rep that counts.
 
Motivation gets you started. 
Consistency gets you results.
 
I write about Leadership, Sales, and Mindset.
(this post was written after a homework chat with my son...)

𝗧𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗶𝘀𝗻'𝘁 𝗮 𝗹𝗮𝗰𝗸 𝗼𝗳 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲.

I work with a lot of founders and revenue leaders who describe themselves as "insecure overachievers."

They're not short on confidence. 
They're short on safety.

They perform. They execute. They deliver.
But they won't ship until it's perfect. 
And perfect never comes.

So they prep again. Run it one more time. Another slide. Another rehearsal.
Not to win. 
But to reduce the risk of feeling exposed.

Here's a reframe:
Preparation creates confidence. Over-preparation creates anxiety.

Try this practical test:
𝗪𝗶𝗹𝗹 𝘁𝗵𝗮𝘁 𝗲𝘅𝘁𝗿𝗮 𝟮𝟬% 𝗼𝗳 𝗲𝗳𝗳𝗼𝗿𝘁 𝗰𝗵𝗮𝗻𝗴𝗲 𝘁𝗵𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲? 
If yes (a strong yes): Do it. 
If no (or in doubt):  Ship it and move on.

As a leader, your attention has compounding value. Every hour spent polishing something that's already good enough is an hour not spent on the next deal, the next decision, or your family.
Good and moving beats perfect and late. Every time.

𝘐 𝘸𝘳𝘪𝘵𝘦 𝘢𝘣𝘰𝘶𝘵 𝘳𝘦𝘷𝘦𝘯𝘶𝘦 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘮𝘪𝘯𝘥𝘴𝘦𝘵 𝘵𝘩𝘢𝘵 𝘴𝘦𝘱𝘢𝘳𝘢𝘵𝘦𝘴 𝘨𝘰𝘰𝘥 𝘰𝘱𝘦𝘳𝘢𝘵𝘰𝘳𝘴 𝘧𝘳𝘰𝘮 𝘨𝘳𝘦𝘢𝘵 𝘰𝘯𝘦𝘴.

#𝘴𝘢𝘭𝘦𝘴 #𝘭𝘦𝘢𝘥𝘦𝘳𝘴 #𝘮𝘪𝘯𝘥𝘴𝘦𝘵 #insecureoverachievers

𝗜𝗻𝘀𝗲𝗰𝘂𝗿𝗲 𝗢𝘃𝗲𝗿𝗮𝗰𝗵𝗶𝗲𝘃𝗲𝗿𝘀 — 𝗥𝗲𝘀𝘁 𝗳𝗲𝗲𝗹𝘀 𝗱𝗮𝗻𝗴𝗲𝗿𝗼𝘂𝘀
 
For some high performers, rest feels like falling behind. 
Even a betrayal.
 
If you're not working, someone else is. 
If you slow down, you'll lose momentum. 
If you take a break, you might not start again.
 
None of that is true. But it feels true.
 
And feelings drive behaviour.
 
A reframe: 
Rest is not the opposite of performance. It's part of it.
 
You don't sharpen a blade by cutting more.
Recovery is a strategy. 
Not a reward.
 
I write about Leadership, Sales, and Mindset.

𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 — 𝗧𝗿𝘂𝘀𝘁 𝗶𝘀 𝗯𝘂𝗶𝗹𝘁 𝗶𝗻 𝘀𝗺𝗮𝗹𝗹 𝗺𝗼𝗺𝗲𝗻𝘁𝘀
 
Trust is not built in off-sites or big announcements. 
It's built in small, repeated moments.
 
Following through on the small thing you said you'd do. 
Giving credit when no one's watching. 
Being honest when it's uncomfortable. 
Not checking someone's work that you already delegated.
 
The big trust moments are rare. 
The small ones happen every day.
 
And your team is watching.
Leadership is not a title. 
It's a pattern.
 
I write about Leadership, Sales, and Mindset - real conversations in meetings, over Zoom, or over a wine, inspire the topics.

𝗕𝗲 𝗕𝗼𝗹𝗱 𝗼𝗿 𝗕𝗲 𝗙𝗼𝗿𝗴𝗼𝘁𝘁𝗲𝗻

Last week, I worked with a smart, ambitious, talented team with a strong vision, values, Value Proposition, loyal customer base, differentiated offering, world-class service, and a focus on high performance.

Time with them is always an interesting challenge for me - they dont have time to waste but they are open-minded and take on new ideas.  

That day, our conversation moved from spending time on BHAGs to spending more time making our day-to-day thinking bolder, our weekly plans more radical, and our action lists more challenging.

The attitude has stayed with me all week - as I've thought more about what 𝙄 want to achieve - 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡𝙡𝙮 𝙖𝙣𝙙 𝙥𝙧𝙤𝙛𝙚𝙨𝙨𝙞𝙤𝙣𝙖𝙡𝙡𝙮.

𝗪𝗵𝗼𝗹𝗲 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝗶𝗲𝘀 𝗮𝗿𝗲 𝗯𝗲𝗶𝗻𝗴 𝗱𝗶𝘀𝗿𝘂𝗽𝘁𝗲𝗱 𝗼𝘃𝗲𝗿𝗻𝗶𝗴𝗵𝘁 - we all know that those companies who 
cling to incremental, "safe" improvements will become the next dinosaurs—wiped out by disruption.  And the same is true of all leaders.

The 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝘀𝘂𝗿𝘃𝗶𝘃𝗶𝗻𝗴 𝗮𝗻𝗱 𝘁𝗵𝗿𝗶𝘃𝗶𝗻𝗴 comes down to this: bold goals demand bold execution. Incremental thinking might get you a 10% improvement, but it will never achieve the breakthrough that transforms your business, your market, or the world. As Peter Diamandis often says, "Going 10x is easier than going 10%." Why? Because when you’re bold, you break free from the status quo, and you rally the talent, technology, and resources needed to achieve extraordinary outcomes.

But boldness isn’t just about setting audacious goals—it’s about the 𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝘁𝗼 𝗲𝘅𝗲𝗰𝘂𝘁𝗲:

1. Disrupt yourself before the market forces you to. Don’t wait for competitors to show you the path. Blaze your own trail, even if it feels risky or uncomfortable.
2. Fail fast, fail forward. Bold goals come with inevitable setbacks, but each failure brings you closer to the ultimate breakthrough. If you're not embarrassed by your first iteration, you've launched too late.
3. Think big, start small. Radical execution doesn’t mean reckless action. Test, iterate, and move rapidly, but always with a clear, bold vision in sight.
   
As leaders, our job isn’t just to make progress—it’s to make an impact. The world’s biggest problems are also the world’s biggest opportunities, and right now, we have the power to solve them in ways that were unthinkable a decade ago.

A bold Mindset is the key to unlocking this.

What bold move will you make today that positions your business to disrupt, lead, and shape the future?

#BoldLeadership #ExponentialGrowth #Innovation #10xMindset

𝗧𝗵𝗲 𝘀𝗲𝗰𝗿𝗲𝘁 𝗳𝗲𝗮𝗿 𝗼𝗳 𝗼𝘃𝗲𝗿𝗮𝗰𝗵𝗶𝗲𝘃𝗲𝗿𝘀

The obvious answer is "Failure".
Obvious but wrong.

Many overachievers ae NOT scared of failure.
They're scared of being ordinary.

Why?
Because ordinary feels like:
Not chosen. Not respected. Not needed. 
Nothing Special.

So they chase "exceptional" in every meeting, every deck, every deliverable.
But exceptional isn't a personality trait.
It's usually just Focus + Repetition + Patience.

The healthiest high performers I know aren't driven by proving they're special.
They're driven by:
Doing good work.
Learning fast.
Helping others win.
Playing the long game.

You're allowed to be average while you're becoming great.

I write about revenue leadership, scaling, and the mindset that separates good operators from great ones.

Rare to see something which genuinely makes you smile AND think on here. Loved this.

Award Winning Economist | Leadership Strategist | Creator of the Identity-Context-Power Clarity Framework

There are many reasons to love Norway 🇳🇴

One of them — the state funds deadpan, matter-of-fact ads. Sometimes, they call BS and try to do something about it.

Enjoy this depressingly true video.

𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 — 𝗧𝗵𝗲 𝗽𝗿𝗼𝗺𝗼𝘁𝗶𝗼𝗻 𝘁𝗿𝗮𝗽
 
Getting promoted doesn't make you a leader. 
It gives you the 𝘰𝘱𝘱𝘰𝘳𝘵𝘶𝘯𝘪𝘵𝘺 to become a leader.

Some new leaders make this mistake: 
They keep doing the job they were promoted from.

Why?
Because that's where the confidence is.
That's what they're good at.
 The old role felt safe. 
The new role feels exposed.
 So they stay busy with tasks instead of leading people.
 
A shift that helps: 
Your job is no longer to do the work. 
Your job is to make the work possible.
 
That means making decisions. Setting priorities. Bringing clarity to chaos. 
Not more hours on the job.
Delegate.
 
I write about #Leadership, #Sales, and#Mindset.

IT Enterprise Swiss Army Knife. Clutch asset & MVP. "The Digital Diogenes"

I help CEOs turn vision into results by aligning teams, scaling operations, and driving strategic execution. I bring 7+ years of experience partnering directly with leaders and managing teams across startups and global organizations, combining judgment, credibility, and operational expertise to deliver measurable impact.



While I’ve held the Chief of Staff title formally for 1 year, my career has always involved the core functions of the role: executive partnership, cross-functional initiative execution, and operational system design.



Key contributions include:



-Built and scaled executive leadership teams, defining roles, responsibilities, and decision-making frameworks

-Designed organizational structures and operational processes to support scalable growth

-Developed 12-month operational roadmaps to launch initiatives and generate early revenue

-Established a PMO to track and drive execution of critical projects

-Implemented KPI/OKR frameworks to enable transparency and real-time executive insight

-Mentored teams, fostering a culture of accountability, alignment, and execution



I thrive where strategy meets execution, ambiguity exists, and high-impact work demands both strategic clarity and disciplined follow-through. Colleagues describe me as a trusted partner, pragmatic problem solver, and execution-focused operator.

Gregory Spiller

R.I.P. resumes.....the goalposts get moved again.

Hiring managers aren't reading resumes anymore; rather turning to "quiet hiring" to seek out candidates based on skills assessments, tangible work such as GitHub, and competency posting on platforms such as LinkedIn.

Chief of Staff | Executive Partner to CEOs | Driving Strategic Execution, Team Alignment & Startup Scale

Open article: The latest casualty in the white-collar job apocalypse: Résumés by businessinsider.com

The latest casualty in the white-collar job apocalypse: Résumés

Social capital is a broad and somewhat elastic term that has become familiar to many disciplines and professional vocabularies. On the one hand, the concept of social capital is used to examine the resources required to build up human capital, while on the other, it is viewed as a major mechanism of social reproduction and is used in a critical way to highlight class inequalities and unequal access to institutional and other resources and opportunities that help develop cultural capital. 

Thus, while social capital may be used to identify negative social processes, in general it is seen as a positive effect of interaction among participants in a social network. The value and function of social capital is linked to trust, social networks, and tolerance. 

The message is clear: it’s time to move beyond merely discussing social capital and start actively testing its effectiveness in the real world. This will help us understand its full potential and its limitations in economic development. For this research to truly make a difference, it needs to be practical and useful for the people on the ground working to build stronger communities.

Open article: EBSCO - Research Databases, EBooks, Discovery Service by ebsco.com

EBSCO - Research Databases, EBooks, Discovery Service

Effective altruism defines itself as the “philosophy and community focused on maximizing the good you can do through your career, projects and donations.”

AI might be one of the most transformative technologies in the next couple of years. We need vastly more people thinking about how to use it for good, rather than just making it better.

Open article: Effective Altruism builds community around wanting to do good better by share.google

Effective Altruism builds community around wanting to do good better

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The Battle

Warren Hammond

Gregory Spiller

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taplio

The Battle

Warren Hammond

Gregory Spiller

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Warren Hammond's LinkedIn Performance

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Performance ScoreWarren Hammond's LinkedIn Performance