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How to finance a CEO type on a long closing cycle project
In a gathering, supposedly, for CEOs, after a presentation on Sales Management, a participant posed the following question:
How to compensate (hence to keep) a business development professional who by any count is of the CEO calibrate in an industry with a very long closing cycle?
From textbook cases studied in schools to enlightenments dawn from retreated immersions, one can come up with as many suggestions as the number of publications on the subject there are, but instead of tackling the posed head on, ever wonder:
Why the pipeline is not business enough?
Should there be enough coming in and out of the pipeline, the implicit question of how to keep the professional and to keep him busy would become one of just how to do interim financing. Period.
