There are only two things that matter: building and selling.



‘Builders’ used to be in short supply, and business-minded founders would search high and low to find a technical co-founder to help them build (i.e. code) the technology they envisioned.

As frustration with lack of technical skills training increased, and the stock of the people with these talents continued to rise, many programs emerged to develop these skills.

Through programs like HackerYou, Canada Learning Code, and BitMaker Labs, the builders continued to grow, the techniques became more common, and learning to code became more and more mainstream.   While these skills continue to be in high demand, the other side of the equation, the selling and go-to-market skill set began to lag and these products being built had no proven, repeatable demand generation model to help them grow.

A refined selling methodology and systems for creating and developing great sales people was pioneered by Xerox in the 1970’s and quickly became the benchmark for how to learn to sell. Nowadays, companies like Salesforce, and Hubspot tout their success-focused process-driven and skills-enabled sales team as the driving force behind their financial success – and multi-billion dollar valuations.

If you build it, they will not come.  Complex sales are both an art and a science, and both are skills that can be learned.

Sales fixes everything.

As long as you have sales, cash will flow, and as long as cash flows, you will have the time to fix your team, your technology, and your marketing.
— Guy Kawasaki