In this episode of The Art and Science of Complex Sales, Paul Fuller welcomes Colleen Stanley, sales leadership expert and author, to discuss her latest book Be the Mentor Who Mattered. Colleen shares why mentorship has never been more relevant and how small, intentional moments can create lifelong impact.

Together, they explore the modern challenges to building community in the workplace, the power of mentor intelligence, and how leaders can shift from being task-driven to truly people-focused. With personal stories and practical takeaways, this conversation serves as both a call to action and a guide for becoming the kind of mentor that changes lives.

The Perfect Storm for Mentorship (03:40)

Colleen outlines three major shifts: the breakdown of community, the unintended consequences of social media, and the unrelenting pace of change, all of which are increasing the need for mentorship. She explains how remote work and hyperconnectivity have eroded meaningful connection and argues that mentorship is the antidote to a society that has become hurried and self-absorbed.

Moments That Matter (10:24)

Sharing stories from her book, Colleen emphasizes that mentorship doesn’t require a formal program or a famous background. She recounts how her mentor supported her during a period of self-doubt and how simple acts of paying attention can leave lasting impressions. These mentor moments often happen informally, in conversations, reviews, or small gestures, and they can shape entire careers.

Making Mentorship Practical (14:28)

Colleen stresses that anyone can be a mentor and offers tips to make mentorship manageable. From integrating it into daily routines to rethinking how we define mentorship, she advocates for a culture where supporting others is seen as a natural part of leadership. Her goal is to make mentorship less about structure and more about presence, awareness, and generosity of spirit.

In this episode of The Art and Science of Complex Sales, Paul Fuller sits down with Mark Grundy, Fractional Sales Management of MFG Solutions. Mark brings 40 years of sales experience to the table, including 13 years specializing in fractional sales leadership.

Their conversation dives into the importance of aligning sales processes with buyer behavior, building agile playbooks, and bridging the gap between frontline sales teams and leadership. Mark also shares insights into how AI and shifting trade dynamics are impacting B2B sales, especially across the US-Canada border.

Sales as a Buyer-Centric Process (02:00)

Mark defines sales not as a script to follow, but as a process designed around helping buyers make decisions. The conversation focuses on recognizing buyer steps, not seller steps, and how great sales execution requires identifying the “state change” the buyer is seeking. From transactional retail to enterprise B2B, the goal remains the same: deliver value that enables the buyer to move forward confidently.

Designing Flexible Playbooks for Complex Sales (05:57)

Playbooks should serve the buyer’s journey, not box sellers into rigid frameworks. Mark shares how effective playbooks include key questions to ask, tools to use, and clear exit criteria at every stage. He distinguishes between a generalized process and the granular play-by-play approach needed for each decision-maker in a complex deal. His coaching motto: “Process can’t be about checking boxes; it has to be dynamic, situational, and value-focused.”

Accountability vs. Coaching (17:01)

Mark explains how separating accountability reviews from coaching conversations builds trust and clarity. One-on-ones are kept short, factual, and frequent, tailored to each rep’s performance. Coaching, on the other hand, dives into skill development and deal strategy. He emphasizes the power of “windshield time,” riding along with reps in the field to reinforce culture and drive real impact.

In this episode of The Art and Science of Complex Sales, Paul Fuller is joined by Steve Reid, CEO and founder of Venatas. With over three decades of experience in marketing, sales, and revenue leadership, Steve brings deep experience in helping venture-backed and scaling companies build buyer-led, high-performing sales organizations. Together, they explore why so many go-to-market teams underperform and what it really takes to fix it.

The Three “Incorrects” Holding Sales Teams Back (10:32) Steve identifies three root causes of underperformance:

• 1. Incorrectly assessing the team: Companies overestimate their reps’ true selling competencies and set unrealistic targets.
  2. Incorrect selling process: Most processes are built around what sellers want to do, not how buyers actually make decisions.
  3. Incorrect training: 80% of training is product-focused, leaving reps unable to conduct strong discovery or build business cases that win internal buy-in. By addressing these “incorrects,” organizations can finally achieve sustainable, predictable growth.

  Designing for a Buyer-Led Journey (20:41)

  Modern buyers want autonomy. They will engage with salespeople only when those sellers help them make confident decisions. Steve explains how sales teams can shift from CRM-driven checklists to buyer-focused conversations, helping customers connect product value to strategic business outcomes and navigate internal consensus.

  Buying Isn’t Linear, and Your Pipeline Shouldn’t Pretend It Is (29:07)

  Buyers don’t move from stage one to stage five during their buying journey. Instead, they loop, pause, and revisit decisions. Steve argues that the most effective sellers embrace this nonlinearity, using trust, credibility, and strategic influence to guide the process rather than forcing buyers into a fixed process.

  From Training to Transformation (39:57)

  Workshops don’t change behavior, reinforcement does. Steve highlights how lasting transformation requires an integrated system of ongoing coaching, deal reviews, enablement alignment, and process refinement over time. Listen to the full conversation with Steve Reid to learn how to build a truly buyer-aligned sales organization that replaces outdated assumptions with clarity, capability, and measurable results.