Testimonies:

“Kristen Gill possesses drive, intelligence, creativy, and a total commitment to success. When I worked with her, I found that her high energy and dedication fueled all the projects she worked on.”
Doug Heppner, Area Vice President, TAC Worldwide Companies

“I had the pleasure of working with Kristen at BroadReach Partners. She was one a small group of elite business development managers who you knew could always get it done right. If she was on a program of yours, you knew you had the best. Her ability to quickly master a client's value proposition and pitch it aggressively to prospects was extraordinary. A real go-getter who could speak to C-level execs on their level, ask the right questions, and land business for our clients. I recommend her highly.”
Michael Handel, Program Director, BroadReach Partners

“Kristen is an innovative, action and results-oriented individual who continually seeks higher standards and execution of work in the areas of inside sales, telemarketing and client development.”
Mike Ball hired Kristen in 2005

“Kristen is a thorough and skilled new business developer. Great on the phone with getting appointments. Her ideas are practical and creative.”
Mechele Flaum hired Kristen as a Business Consultant in 2007

Kristen Gill

Kristen Gill
Principal, The Rafters Group
Business Development and Sales expert with over a dozen years of experience. I am able to help companies figure out how to increase the quality of their sales pipeline and improve their messaging to the marketplace. An engagement with The Rafters Group helps companies in their penetration of net new strategic accounts within their market and improves their overall sales effectiveness. Additionally, together my clients and I:
1. Help generate interest with new high-level target executives

2. Bring in qualified opportunities and increase understanding of prospect needs

3. Increase revenue pipeline and market penetration

4. Develop targeting, messaging and market development materials such as introductory letters and emails, drug and company-specific intelligence and organizational mapping (of product teams)

5. Train and improve sales performance at the organizational, as well as at the individual sales contributor, level

Past Posts

Seeing the Forest for the Trees


Idiomatic Expression:

to see the forest for the trees
1.(idiomatic) To discern an overall pattern from a mass of detail; to see the big picture, or the broader, more general situation

Sure, it's important to focus in on the details of our business...the trees of our forest, but it's also just as important to step back and take in the whole thing. By consistently focusing on details, our attention is drawn this way and that way...tugged from one highly important or urgent issue to the next. Not every tree in our forest grows perfectly straight, in fact, each one has imperfections and quirks.

As a CEO or highest level executive, we cannot be focused solely at the tree level. If we are, we are missing the big picture, the forest, overall patterns. When we step back and look at the thing as a whole, we will quickly see where there are areas needing help and we see overarching trends. There may very well be areas to which we need to attend.

This is when we get out our trail maps and head into the forest...We have assigned caretakers to each tree, or section of forest, our executive leadership, our directors and managers. We should help them identify that they need to keep up. We need get in there, only briefly, to give them visibility, brainstorm solutions and then get back out to full view.

If we can't see the forest for the trees, we need to step back and adjust our view. It's often a problem with delegation to those at the tree level, but it just might be our own preference for sitting under a single tree. Tactical vs. strategic concerns interest some leaders. How do you pull back and refocus on the forest in your business?
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