Dr. Noah St JohnFounder, St. John Executive Coaching · The Caveman Conversion King | Keynote Speaker: Tame the Caveman in Your Brain™ | My $3 Billion Playbook turns AI fear into peak human performance | What kind of Caveman are you? Take the Caveman Quiz

This Simple Fix Boosted Sales Big Time!

17 Sept 2025 · 1 min

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1:26

In this presentation, Dr. Noah St John shares a case study of a client whose CEO believed that hiring more sales closers would solve a thin pipeline and low productivity. Dr. St John challenged this assumption, revealing that hidden internal process friction was the real issue. By diagnosing and eliminating the friction, the client added approximately $2.7 million in revenue over 18 months, demonstrating that improving internal processes can be far more effective than expanding the sales team. The key lesson emphasized is that organizational friction, not sales staffing, often limits growth.

Chapters

So picture being able to add almost $3 million in less than 18 months just by identifying and removing the friction in your organization. All right, so next let's look at a case study, one of my clients, and the real-world impact of reducing friction. Now, his initial assumption, the CEO's initial assumption, he believed that more closers were needed due to a thin pipeline and low productivity. So he was going to bring on More closers. Well, what does more closers mean? Closers are great. You need them. But it means more expense, more training, time lost, and so forth. So, that was his assumption. So, what I did was I tested his assumptions. It's always important to test your assumptions. All right. So, all of this was hidden to the CEO. That's why he was making those assumptions. But those assumptions turned out to be not true. So, what did we do? Well, I showed him how to remove the friction. Helped him remove the internal friction. And just by removing the internal friction, that boosted his company's revenue by over $2.7 million in just 18 months. So, picture being able to add almost $3 million in less than 18 months just by identifying and removing the friction in your organization. So, what's the key lesson learned? The real problem was process friction, not the sales team.