Founders often hire a Sales Head for one reason: to finally get out of deals. Six months later they are still joining every ₹15 lakh+ call. The Sales Head is competent, the team has grown, the pipeline looks healthier than before. But the founder's calendar has not changed.
The wrong solution to the right problem
The founder hired a Sales Head to solve "we need more sales leadership". The actual problem was "I have built a sales process that only I can run".
A Sales Head can lead a team. They cannot retrofit a sales process that exists only inside the founder's head. Without it, the new Sales Head escalates to the founder — because escalation is the only documented playbook.
The fix is not a different Sales Head
Pause and write down what is in your head
Take four to six weeks to document how you actually sell. It feels like going backwards. It is not; it is the only step that makes the next ₹15–20 lakh deal closable by someone who is not you.
What to Write Down
How you qualify
The signals that make you take a deal seriously — and the ones that make you walk.
How you price
Where you hold, where you flex, and why.
How you handle the five most common objections
In the words that actually work.
How you decide when to walk away
The conditions under which a deal is not worth winning.
Related: Four sales hires. Zero made quota — the same pattern with salespeople instead of a Sales Head.