We sit in the room with your sales team and go through every deal in the pipeline. Your team provides the numbers. We provide the verdict.
I need help. I am a…
Book a Cold Eyes Review →“A Cold Eyes Review puts your deals in front of people who don't know you, don't work with you, and have no political reason to be kind. They won't be. That's the whole methodology.”
Each one is a question someone paid us to answer.
If you checked more than three, you don't have a pipeline problem.
You have a QBR problem.
Six pillars. One outcome. No more lying to yourselves.
Every deal, every rep, every forecast is measured against what good actually looks like — not what your team insists it looks like.
Scoring happens live, in the room. No retrospective adjustments. No chance to clean up the pipeline before we see it.
We have no quota. We have no relationships to protect. We have no reason to tell you your deals are fine when they aren't.
Every observation is documented. Every score is explained. Nothing is whispered in the hallway after the meeting.
The session ends with named owners and dated commitments. Not action items. Not 'let's revisit.' Commitments.
In Cold Eyes Review sessions, every attendee scores every deal in real time. Democratic. Anonymous. Devastating. Effective.
The name is not a coincidence.
Cold Eyes Review for individual reps, Pipeline Reckoning for VP Sales teams, or Revenue Tribunal for full revenue org assessment. Choose your level.
We go through every deal, every rep, and every forecast assumption in real time. The BRUTAL™ Method. Everything gets a score. Nothing gets a pass.
You leave with a written action plan: named owners, specific dates, no wiggle room. Your team can't argue with it because nobody on your team wrote it.
Pick the one that matches how deep the problem goes.
$500 / seat
For individual reps and AEs preparing for a QBR or wanting an honest read on their pipeline before they're in the room.
T&E + $500 / rep
For VP Sales who need an honest, independent assessment of their team's pipeline, forecast, and execution — without the internal politics.
Contact Sales
For CEOs and CROs who need to assess not just the pipeline, but the VP Sales and the full revenue organisation. Not just what's in the deals. What's in the leadership.
On-site. Real time. One conversation your management team has been putting off. We have it instead. Available exclusively as part of the Revenue Tribunal engagement. We do not describe this further in public.
In Cold Eyes Review sessions, every attendee receives a physical scoring device. As each rep presents their deals, everyone else rates them in real time — anonymously.
These are people from unrelated companies with zero political reason to be kind to your sales team. They will not be.
Real-time deal ratings from strangers who have no reason to lie to you.
That's the feature.
You would too.
A publicly-listed cybersecurity company whose pipeline consistently outperformed their close rate
A Series B SaaS startup that genuinely believed their product could sell itself
A European enterprise software firm whose QBRs previously lasted four hours and resulted in no changes
An AI company that had confused ARR with pipeline
A fintech whose forecast accuracy improved from 43% to 71% after one session
A 12-person sales team whose VP Sales described the outcome as 'the most useful meeting we've had this year, and also the worst'
We could tell you who they are. We signed NDAs. The truth is in the metrics.
A 45-person sales team with 4× pipeline coverage was still missing their number every quarter. After one Pipeline Reckoning, 31% of deals were removed from the forecast. They missed that quarter by less. They hit the next one.
A VP Sales had one AE whose deals always looked close. After a Cold Eyes Review, three reps from unrelated companies independently scored that AE's largest deal a 2/10. It slipped. Again. The AE is now in marketing.
A 12-person sales team restructured their entire QBR format based on session output. Win rate improved 28% in two quarters. Their VP Sales attributed the change to — and we are quoting directly — 'not lying to ourselves anymore.'
I've never cried at a business meeting before. My pipeline is now up 40%. I'm not sure how to feel about either of those things.
They identified the core problem in 11 minutes. We had been discussing it in QBRs for three quarters.
I thought I ran good QBRs. I was wrong about that, and apparently several other things.
The Cold Eyes Review was the most confronting professional experience of my career. My pipeline improved 28% the following two quarters. I would do it again.
We asked if they could be gentler. They said no. That was, in retrospect, the correct answer.
Our best AE's deal was scored a 2/10 by three strangers. It slipped two weeks later. We don't talk about that AE anymore.
Select your engagement. The calculator does the rest.
Step 1 — Select Engagement Type
25+ years in enterprise technology pre-sales and SE leadership. Former Director and Principal Architect across multiple high-growth, venture-backed security and AI companies across Europe and North America. Has run quota-carrying organisations, supported hundreds of reps, and attended more QBRs than is medically advisable. Started taking notes on what made them a waste of time around year three. The notes filled several notebooks.
25+ years in cybersecurity pre-sales and GTM leadership. Former Vice President of Sales Engineering across Europe for global security companies. Started as an engineer. Ended up managing the people who manage the people who sell to your people. Has run and supported quota-carrying organisations across EMEA. Has heard every pipeline story. Knows which ones are true.
They met when one of them reported to the other. The reporting relationship was never formally resolved. They have been in a two-person echo chamber ever since.
Between them, they have supported hundreds of quota-carrying sales reps across Europe and North America. They were the people those reps called when a deal started going sideways — the ones in the room when the prospect asked the technical question nobody had prepared for, the ones on the flight when the deal needed to close in person. They made other people's numbers for two decades.
That experience — carrying the weight of deals you don't own, across reps you don't control, at scale — produces a very specific skill: knowing immediately when a deal is not what it appears to be. You can't afford to learn that slowly when the same lesson repeats itself across four teams simultaneously.
They got very good at this because they had to.
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