“If you’re not making mistakes, you’re not pushing hard enough—growth happens through adjustment, not perfection.”
— Adele Crane
In today’s rapidly evolving business landscape, scaling a company from a promising startup into a high-performance, revenue-generating machine is no small feat. It requires not only a clear vision and strategic leadership but also a profound understanding of sales, marketing, and organizational dynamics. Enter Adele Crane—an internationally recognized business consultant and the CEO of Sales Focus Advisory. With over 30 years of experience across Australia, New Zealand, Asia, North America, the UK, and South Africa, Adele has transformed businesses by guiding them through cultural change, sales optimization, and the development of high-impact teams. She is also the author of several acclaimed books, including Get Sales Focused and The Sales Focused CEO, which have become go-to resources for entrepreneurs and executives looking to accelerate business growth.
In this compelling interview, Adele sits down with Stacey Chillemi to share her invaluable insights on the transition from founder-led sales to building a scalable sales operation. From identifying the right moment to grow, to hiring the right salespeople, and implementing marketing strategies that actually convert, Adele pulls back the curtain on what it really takes to move the needle. With her no-nonsense, results-driven approach, she offers actionable strategies and real-world examples that challenge the status quo and inspire entrepreneurs to think bigger, move faster, and lead smarter.
Thank you so much for joining us, Adele! Our readers would love to get to know you a bit better. Can you tell us a bit about your backstory?
Absolutely! My journey began in a very traditional way—I started out in accounting. Like many others, I followed the path of getting a solid education, landing a stable job, and ticking all the boxes. But I quickly discovered that while I was good at it, it didn’t fulfill me. That realization led me into entrepreneurship. I started a few businesses—some succeeded, others didn’t—but each one taught me valuable lessons. Around 1990, while evaluating businesses to buy, I realized I had a natural ability to see through operational chaos and pinpoint the root causes of business issues. That insight, combined with my background in finance and passion for sales and marketing, led me to form Sales Focus Advisory. It’s been the foundation of my life’s work—helping businesses grow and thrive.
Are you more of a strategic thinker or someone who thrives on the small details?
I’d say I’m both. I naturally see the big picture, but I can just as easily zoom in and analyze the micro-level details. For example, if a business is struggling with falling profits despite steady revenue, I can usually identify the hidden operational issues causing the leak—be it cost control, team structure, or sales process. It’s not just about diagnosing the issue, but being able to connect the dots and implement change quickly and effectively.
When is a company truly ready to scale its sales operations?
You’re ready the moment you make the decision to grow. There’s no set revenue benchmark. It’s more of a mindset shift. When a founder says, “I want to turn on the growth tap,” that’s the moment. But they must also prepare. One key challenge is realizing that no salesperson can ever replicate the founder’s passion or expertise 100%. At best, they’ll deliver 50% of what you, as a founder, can achieve in sales. That’s why adjusting expectations and planning for that gap is essential.
What does an entrepreneur need to prepare before hiring a sales team?
They need to reverse-engineer their own sales process first. That means analyzing what works in their conversations with customers—what questions come up frequently, how objections are handled, and what outcomes follow. I often suggest entrepreneurs record their meetings (with permission) to identify consistent patterns. If you find every sales meeting is different, then a salesperson won’t be able to replicate your results. You need to create a structured, repeatable, and teachable process—only then can you expect consistent performance from a team.
What makes a successful sales strategy for small businesses compared to large corporations?
Large corporations have momentum and brand recognition that carry sales efforts forward. Even if a salesperson is average, the brand’s credibility often compensates. Small businesses don’t have that luxury. Entrepreneurs and their salespeople start cold every morning. That means every interaction requires strategy, deep preparation, and tools. You can’t rely on reputation—you have to build it appointment by appointment, from scratch.
Why do people often fail when they try to hire salespeople from big companies for small businesses?
Because those salespeople are used to selling within systems that support them—brands with built-in credibility, existing customer bases, and marketing engines. In a small business, all of that is missing. They’re required to sell in a much more complex and nuanced way, which they’re often not equipped for. They don’t know how to build trust from the ground up or navigate the intricacies of small business sales.
So who is the right kind of person for these sales roles?
First rule: don’t hire a friend. It complicates accountability and usually ends poorly. Second, don’t hire someone just for access to their customer base. That person may maintain relationships, but they often can’t open new doors. You need someone who can cold call, start conversations with complete strangers, and create opportunities from scratch. That’s how you build real growth.
What personal traits do top-performing salespeople have?
Interestingly, the best salespeople I’ve worked with are very quiet. They’re exceptional listeners. They pay close attention to not just what’s being said, but how it’s said—the tone, the emphasis, the emotional cues. They build trust not by talking, but by understanding. They also reflect the personality of your customer base. If you’re selling to industrial managers, you want someone relatable to that crowd—not someone stiff in a suit. Ideally, they’ve even worked in the same environment as your customers before. That shared experience builds instant rapport.
What tools can help new sales hires succeed?
They need stories—tools that can carry the emotional weight of a sale. Entrepreneurs often sell with passion and personal experience. But salespeople need documented proof they can use to sell credibly—like case studies, white papers, and client testimonials. These tools act as a third party in the conversation. They let the salesperson become more of a guide than a persuader, making the customer feel informed rather than sold to.
What about systems? What do you recommend?
I swear by playbooks. A good sales playbook covers everything—from how to introduce the company to how to handle objections and red flags. It should be thorough enough that a new hire could study it and be prepared to sell. I like them to be written, accessible, and practical—something a rep can flip through before walking into a meeting. Having a structured system like that keeps them in the right mindset and reinforces consistency.
Can you give an example of a startup that needed to reset its sales process?
Sure. I worked with a legal-tech startup with an incredible AI product. They hired a high-priced salesperson recommended for startups. But something didn’t sit right. Turns out, he wasn’t the right fit at all. The company lacked the tools, the founders hadn’t had enough sales conversations themselves, and they didn’t understand how to support a salesperson. We had to take it all apart, build the tools, map out the conversations, and essentially start from square one. It was a valuable lesson in preparation and self-awareness.
How long does it typically take to build a solid sales foundation like a playbook?
I always work in 90-day cycles. If it takes longer than 90 days, you’re probably getting distracted. It’s about velocity, focus, and making decisions. You can’t afford to be paralyzed by overplanning. Pick one core initiative, give it full attention, and execute it well within the quarter. That’s how progress happens.
What’s the role of marketing in this whole process?
Marketing is absolutely vital. Cold calling is the slowest way to grow. Marketing is how you scale. It reaches places you can’t—especially in today’s remote, mobile-driven world. It penetrates through LinkedIn, social media, email—you name it. It starts educating your market and warming up your leads. If your marketing isn’t engaging, your sales team won’t be either. The two must work together.
What’s your advice for standing out in a saturated online market?
Think outside the box. We once ran a campaign using physical mail—good old-fashioned envelopes—and it worked wonders because nobody expects that anymore. We’ve even used couriers to deliver packages with materials to decision influencers. It gets through. People love opening packages. So, yes, be creative. Use digital, but also explore traditional channels. If your marketing looks like everyone else’s, it’ll get lost.
Tell us more about the services you provide now.
These days, I focus more on coaching and advisory services rather than hands-on turnarounds—I’ve done over 200 of those and it’s time for others to take the reins! I work directly with CEOs, managing directors, and business owners. I help them create clarity, identify gaps, and build strategies for sales and marketing growth. My role is to guide—not do. I’m here to help leaders make smarter decisions, faster.
Who is your ideal client?
Someone with an entrepreneurial mindset who truly wants to grow. Not someone checking boxes. I don’t work with clients who say, “We did sales training—tick. We sent the team to a retreat—tick.” I work with leaders ready to transform their business and take on the challenge of real growth. They know they’ll be pushed and they welcome it.
What’s one powerful piece of advice you want to leave our readers with today?
There’s no failure in trying to grow your business. If you’re not making mistakes, you’re not taking enough risks. It’s not about doing everything perfectly. It’s about learning fast, adapting quickly, and staying in motion. Growth comes from adjustment—not from sticking to a perfect script. Be willing to get messy. That’s how you win.
How can our readers further follow your work online?
The best place to find me is salesfocusadvisory.com. There’s an extensive blog, plenty of eBooks, and tons of resources available. You can also reach out directly through the contact form. I’d love to connect with entrepreneurs and business owners who are ready to take the next leap in their growth journey.
Thank you so much, Adele, for sharing your time, wisdom, and incredible insights with us today. This conversation was truly eye-opening and packed with valuable takeaways for any entrepreneur looking to scale their business the right way.
Thank you, Stacey. It was such a pleasure to be here and have this meaningful conversation. I truly hope our discussion helps inspire and guide entrepreneurs to take confident, strategic steps forward in their growth journey.
