About Dan Morris

Most consultants who advise on sales have never sat in the CEO chair. I have. That changes what I look for and what I find.

My mission is simple: to free founders from being the bottleneck in their own growth.

I work with founders of B2B SaaS and services companies running a business or business unit typically doing between $2M and $20M in annual sales. They're usually in one of two situations: they're still the one closing every deal despite having hired a team, or they have a team that isn't performing and nobody can explain why.

What I've learned across 20+ years of running and fixing revenue organizations is that the presenting problem is almost never the real problem. DotMailer's board brought me in because they thought they had a sales management problem. It wasn't. It was a strategic one. We refocused the US business, restructured the team, and doubled revenue. The diagnosis came first. It always does.

Most advisors I compete with came from large organisations. They know what resources a 500-person or larger business needs. They've never had to figure out how to grow a $5M company into a $15M one with the team and budget you actually have. I have. That's the work I understand best.

I started as a sales rep. Built my way to MD. Ran a turnaround. Became a CEO where I built a services business from zero to 60 people in 18 months using outside capital. I signed the first contract. We reached 200 clients within 18 months. Very few people have done that. 

I've been the first salesperson in multiple organizations, building teams around me as large as 47 people dedicated to sales. 

I've hired and fired, restructured and rebuilt, and been in rooms where the choice was make payroll or lose the team. That context is what I bring to every engagement: not just revenue expertise, but the full business picture across marketing, product, customer success, unit economics, and EBITDA.

Most importantly, as a consultant and advisor, I've helped founders build scalable sales programs and step back from day-to-day sales responsibilities. This has enabled them to gain back their time and even exit their business for significant, life-changing sums. 

I work with a small number of companies at a time. This work requires being inside the business, understanding the real constraints, not just the ones people are willing to talk about in a first meeting.

If your revenue has plateaued and you're not sure why, the place to start is Revenue Diligence: a focused diagnostic that finds the load-bearing problem before we touch anything else.