How do I find a good sales leadership coach for my VPs of Sales and Marketing?

Yes. For VPs of Sales and Marketing, I’d avoid generic “executive coaches” and look for someone who understands the intersection of revenue strategy, leadership, GTM, and executive-team dynamics.

A useful way to approach it:

1. Define what you actually want to change

Before interviewing coaches, give each VP a short development brief. For example:

• VP Sales: forecasting discipline, hiring/managing directors, executive presence, coaching managers, strategic account leadership, board communication.
• VP Marketing: GTM alignment with Sales, positioning, demand generation, managing a larger team, prioritization, executive influence.
• Both: cross-functional conflict, decision-making, accountability, delegation, leading through growth/change.

The best coaching engagements connect behavioral change to business outcomes—not simply “become a better leader.”

2. Look for an operator, not just a credential

For your particular audience, I'd weight these heavily:

Credentials such as ICF certification are useful, but they shouldn't outrank experience and fit. One executive-coaching firm, for example, uses prior senior business leadership, formal coach training, external coaching experience, and judgment/self-awareness as selection criteria.

3. Interview 5–8 coaches, then give 2–3 a chemistry session

I'd ask every candidate:

1. “Tell me about three VPs of Sales you've coached. What changed?”
2. “What did you actually do when the executive wasn't changing?”
3. “How do you distinguish a coaching problem from an organizational/structural problem?”
4. “How would you coach a VP Sales and VP Marketing who aren't aligned?”
5. “What will you measure at the beginning and end?”
6. “What do you need from me as CEO?”
7. “What would cause you to tell me that coaching isn't the right intervention?”

That last question is particularly revealing. A good coach shouldn't try to turn every organizational problem into a coaching engagement.

4. Consider two coaches rather than one

If these are genuinely senior VPs, I'd generally prefer:

One coach per executive + occasional joint/team coaching

rather than forcing both executives into the same coaching relationship.

They may have completely different developmental needs, while the shared sessions can focus on things like Sales/Marketing alignment, strategic decision-making, and executive-team effectiveness.

There are also platforms with networks specifically covering VPs of Sales/CROs and revenue leadership, such as exec.com, which can be useful if you want to compare multiple coaches rather than finding a single independent coach.

For a more hands-on sales-specific approach, salesxceleration.com uses former VP/C-level sales executives as coaches.

5. Run a 90-day pilot

I wouldn't sign a year-long coaching contract initially.

I'd do:

Weeks 1–2: stakeholder interviews + baseline Weeks 3–12: biweekly 1:1 coaching Day 30: behavioral goals reviewed Day 60: progress check Day 90: CEO + executive + coach assessment

Define 2–4 observable outcomes per VP. For example:

“By day 90, the VP Sales is consistently delegating forecast inspection to directors, has improved forecast confidence, and is spending materially more time on strategic accounts and leadership development.” That makes the engagement much easier to evaluate than “the VP feels more confident.”

Where I'd start

If you tell me (1) your company size/revenue, (2) B2B or B2C, (3) industry, (4) whether these VPs are first-time or experienced VPs, and (5) roughly what you'd like to spend per executive, I can research and give you a shortlist of 5–10 actual coaches/firms, including their backgrounds, specialties, pricing where available, and which I'd interview first.

To find a good sales leadership coach for your VPs of Sales and Marketing, look for professionals with proven executive-level operating experience, strong peer recommendations, and a methodology tailored to high-growth alignment.

Watch this video from Pivotal Advisors to understand how effective coaching builds critical sales and leadership capabilities:

5:26 How Great Sales Leaders Develop Their People 5 months ago YouTube · Pivotal Advisors, LLC

Steps to Find and Vet a Sales Leadership Coach

- Identify whether your VPs need help with **strategy, team accountability, cross-departmental alignment** between sales and marketing, or **execution habits**.[](https://google.com/goto?url=CAESagHrOzAVSXXjyG9DLsGZSRYM9rA23MtpTSWpldJR9gE-NSnjpQ318_A3HpBKw5RKLws3n0Twgi80nQ2-Vox73-08I1SaQDMo9LNuEhfE9ri0E0Zo8dxB0rZPMeRdLfwosHZnoQMht8iPP_w) [[1]](https://google.com/goto?url=CAESagHrOzAVSXXjyG9DLsGZSRYM9rA23MtpTSWpldJR9gE-NSnjpQ318_A3HpBKw5RKLws3n0Twgi80nQ2-Vox73-08I1SaQDMo9LNuEhfE9ri0E0Zo8dxB0rZPMeRdLfwosHZnoQMht8iPP_w)[[2]](https://google.com/goto?url=CAESUAHrOzAV3f7STxO8Bs5DtUgiumfnHFKGQiI6iSwpnpQ4iQFf43PoKZU8A4bH3lAyxUfh0zHzKoX5U8zzESXoOCe4A1BtCaBHYed1gJLAHz7K)

- Use professional networks and peer communities like Pavilion to source recommendations for executive coaches who specialize specifically in revenue leadership.[](https://google.com/goto?url=CAESggEB6zswFZMZF6ICebtcwam1a3rZXiMrvTn7BBOdMwpGn3ZQt1ShEptwgn7FUA_4JruH1Fivda8mLAIIZJxnmlq9B-zj3b5aenqSv9iY30ijMrJ3_vfalZXVEOqkP4_Vt02sPScNlgdWoc4reLX0_lapRUUKr0pELymFPF4KN8LBg-Mh) [[1]](https://google.com/goto?url=CAESggEB6zswFZMZF6ICebtcwam1a3rZXiMrvTn7BBOdMwpGn3ZQt1ShEptwgn7FUA_4JruH1Fivda8mLAIIZJxnmlq9B-zj3b5aenqSv9iY30ijMrJ3_vfalZXVEOqkP4_Vt02sPScNlgdWoc4reLX0_lapRUUKr0pELymFPF4KN8LBg-Mh)

- Look into dedicated B2B advisory and coaching organizations such as Pivotal Advisors or industry experts like [Mike Weinberg's Leadership Cohort](https://google.com/goto?url=CAESSQHrOzAVk-im2oXi009eHQovsQOYufN53q3DgHQzcfie6xC0KIlDLF625IeshemusE2gQboEWc9rI_SBiVORr7uSs9Rqztsv4qU) for structured executive programs.[](https://google.com/goto?url=CAESSQHrOzAVk-im2oXi009eHQovsQOYufN53q3DgHQzcfie6xC0KIlDLF625IeshemusE2gQboEWc9rI_SBiVORr7uSs9Rqztsv4qU) [[1]](https://google.com/goto?url=CAESSQHrOzAVk-im2oXi009eHQovsQOYufN53q3DgHQzcfie6xC0KIlDLF625IeshemusE2gQboEWc9rI_SBiVORr7uSs9Rqztsv4qU)

- Verify that the coach has actual, recent experience as a **former VP of Sales or Chief Revenue Officer (CRO)** rather than just a theoretical trainer.[](https://google.com/goto?url=CAESggEB6zswFZMZF6ICebtcwam1a3rZXiMrvTn7BBOdMwpGn3ZQt1ShEptwgn7FUA_4JruH1Fivda8mLAIIZJxnmlq9B-zj3b5aenqSv9iY30ijMrJ3_vfalZXVEOqkP4_Vt02sPScNlgdWoc4reLX0_lapRUUKr0pELymFPF4KN8LBg-Mh) [[1]](https://google.com/goto?url=CAESggEB6zswFZMZF6ICebtcwam1a3rZXiMrvTn7BBOdMwpGn3ZQt1ShEptwgn7FUA_4JruH1Fivda8mLAIIZJxnmlq9B-zj3b5aenqSv9iY30ijMrJ3_vfalZXVEOqkP4_Vt02sPScNlgdWoc4reLX0_lapRUUKr0pELymFPF4KN8LBg-Mh)

- Ask candidates about their **frameworks for accountability** , how they handle the unique tension between sales and marketing, and request client references from current executive VPs.[](https://google.com/goto?url=CAESUAHrOzAV3f7STxO8Bs5DtUgiumfnHFKGQiI6iSwpnpQ4iQFf43PoKZU8A4bH3lAyxUfh0zHzKoX5U8zzESXoOCe4A1BtCaBHYed1gJLAHz7K) [[1]](https://google.com/goto?url=CAESUAHrOzAV3f7STxO8Bs5DtUgiumfnHFKGQiI6iSwpnpQ4iQFf43PoKZU8A4bH3lAyxUfh0zHzKoX5U8zzESXoOCe4A1BtCaBHYed1gJLAHz7K)

If you'd like, let me know:

• Are your VPs struggling more with team execution or strategic alignment between sales and marketing?
• Are you looking for a 1:1 private coach or a group cohort program?

I can give you more targeted recommendations based on your preferences.

Finding a strong sales leadership coach for your VPs of Sales and Marketing is less about finding a “sales trainer” and more about finding someone who can help senior leaders improve judgment, operating cadence, executive presence, cross-functional alignment, and revenue execution.

Here is a practical approach:

1. Define the outcome before you search

Start by identifying what you want the coach to change. Common goals for VP-level leaders:

• Build a more predictable pipeline and forecast
• Improve sales-manager coaching skills
• Create stronger Sales/Marketing alignment
• Improve executive communication with the CEO/board
• Scale from founder-led or hero-led selling to a repeatable system
• Strengthen hiring, talent evaluation, and accountability
• Improve strategic planning and GTM execution

A coach who specializes in first-time VP Sales leaders may not be the right fit for an experienced CRO managing a $100M+ revenue organization.

2. Look for operator experience, not just coaching credentials

For VPs, prioritize coaches who have actually:

• Been a VP Sales, CRO, VP Marketing, or revenue executive
• Built teams through growth stages similar to yours
• Managed the Sales/Marketing relationship themselves
• Owned a number or revenue target
• Experienced the problems your leaders face

There are firms and advisors that specifically position themselves around coaching revenue executives, including former sales executives and revenue leaders. Examples include Sales Xceleration, which uses former sales executives as advisors, and REACH•ABLE, which focuses on coaching revenue leaders with operator backgrounds.

3. Interview 5–8 candidates with these questions

Ask:

Experience

• “What type of sales organizations have you personally led?”
• “What was the largest team and revenue responsibility you owned?”
• “What industries and sales motions do you know best?”

Coaching approach

• “How do you determine whether a VP’s issue is skill, strategy, mindset, or organizational design?”
• “What does a typical 90-day coaching engagement look like?”
• “How do you measure improvement?”

Business impact

• “Tell me about a VP you coached who changed materially. What changed?”
• “What metrics moved afterward?”
• “How do you avoid becoming just another consultant giving advice?”

Fit

• “How do you handle situations where the CEO, VP Sales, and VP Marketing disagree?”
• “How do you coach executives who are defensive or already successful?”

4. Avoid these warning signs

Be cautious if a coach:

• Only teaches sales methodologies but has never led sales
• Focuses heavily on scripts and tactics for VP-level leaders
• Cannot explain how they diagnose leadership problems
• Promises revenue results they cannot control
• Has no experience with your sales model (enterprise, SMB, PLG, channel, etc.)

5. Consider the engagement model

Common formats:

• 1:1 executive coaching: Best for a VP who needs leadership growth, confidence, decision-making, or strategic thinking.
• Revenue leadership coaching: Best when Sales and Marketing leaders need to operate as a team.
• Embedded advisory: Best when you need someone to help redesign processes, cadence, forecasting, and org structure while coaching leaders.
• Executive offsites + ongoing coaching: Good for leadership teams going through growth transitions.

Some providers combine coaching with operating-system work, such as forecast discipline, pipeline inspection, and leadership cadence.

6. Use your network strategically

The best referrals often come from:

• CEOs who have scaled a similar company
• Board members or investors
• Other CROs/CMOs in your industry
• Executive recruiters who place revenue leaders
• Former VPs who have worked with excellent coaches

Ask specifically: “Who helped you become a better executive leader?” rather than: “Do you know a sales coach?”

7. Run a paid trial before committing

A good structure:

• 30–60 day diagnostic phase
• Interviews with the VP, CEO, and key stakeholders
• Review of pipeline, org structure, KPIs, and operating rhythms
• Clear coaching goals and success measures
• Decision to extend

A strong coach should be willing to define what success looks like before a long engagement.

If you share your company stage (startup/growth/enterprise), sales motion (enterprise SaaS, SMB, channel, etc.), and the specific challenges your VPs are facing, I can suggest the type of coach profile that is most likely to work.

To find a great sales leadership coach for your VPs, you must look for an executive coach with direct, historical experience running a dual sales-and-marketing engine . Because your VPs manage both top-of-funnel generation and bottom-of-funnel closing, a generic sales trainer who only focuses on closing deals will fail to address their cross-functional leadership challenges.

1. Where to Look for Elite Coaches

• Retired or fractional Chief Revenue Officers (CROs): Seek out former VPs or CROs who have successfully scaled similar organizations and transitioned into coaching. They offer firsthand strategic advice and high accountability.
• Executive Search and Recruiting Firms: Top firms often maintain private, vetted networks of elite enterprise mentors and leadership coaches.
• Niche Venture Capital / Private Equity Portfolios: If you are backed by investors, leverage your VC or PE operating partners. They frequently keep lists of tested coaches specializing in scaling leadership.
• Specialized B2B Sales Networks: Explore trusted enterprise platforms or look into top-tier executive programs like the Mike Weinberg Sales Leadership Coaching Cohort.

2. Crucial Qualities to Vet

When interviewing potential coaches, use a strict checklist to verify they can coach a modern VP:

• Cross-Functional Alignment Mastery: The coach must understand how to align sales pipelines with marketing attribution, rather than just treating them as separate departments.
• "Coach the Coach" Capabilities: Your VPs do not need help closing deals. They need help building a structured coaching cadence, developing pipeline tracking systems, and driving accountability down to their managers.
• SaaS or Industry-Specific Context: Ensure the coach knows your specific business model (e.g., PLG, enterprise outbound, or channel sales) so they don't give outdated advice.

3. Interview Questions to Ask Candidates

Screen potential coaches with these direct, behavioral questions to test their business acumen:

1. "Can you walk me through how you helped a previous executive navigate alignment issues or tension between marketing lead generation and sales execution?"

2. "What specific frameworks or data tools do you use to help a VP transition from being a tactical operator to a legacy strategic leader?"

3. "How do you measure the ROI of your engagement? Can you share the metrics or revenue growth achieved by the last three VPs you coached?"

4. Structuring the Engagement

To guarantee success, ensure the coaching contract includes three distinct phases:

• Phase 1: Deep Assessment. The coach should start by auditing your current pipeline metrics, sitting in on your VPs' team meetings, and collecting 360-degree feedback from their direct reports.
• Phase 2: Tailored 1:1 Cadence. Sessions should occur every two weeks, blending high-level strategy with strict execution accountability.
• Phase 3: Stakeholder Alignment. The coach should meet with you (the CEO/Founder) quarterly to review progress, ensuring the leadership development matches your company's broader revenue targets.

To help point you in the right direction, what are the biggest challenges your VPs are facing right now? (e.g., hitting revenue quotas , managing a growing team , or fixing sales-marketing alignment?)

Finding an exceptional sales leadership coach for your VPs of Sales and Marketing requires a targeted approach, as executive coaching at this level blends strategic market alignment, team motivation, pipeline governance, and cross-functional synergy between revenue leaders.

1. Define the Objectives and Scope

Before sourcing candidates, clarify what "good" looks like for your specific situation.

• Identify the Core Gaps: Are your VPs struggling with scaling a remote team, transitioning from player-coach to true executives, improving forecasting accuracy, or breaking down silos between sales and marketing?
• Set the Format: Determine if you want a 6-month intensive engagement, ongoing monthly advisory, or a 360-degree leadership program backed by behavioral assessments.

2. Leverage High-Trust Executive Networks

Skip generic search engines and look where vetted, high-caliber revenue and executive coaches congregate:

• Peer Advisory Boards: Organizations like Vistage or YPO often maintain private directories of vetted executive coaches who specialize in C-suite and VP-level alignment.
• Industry-Specific Advisory Groups: Groups like RevGenius or Modern Sales Dynamics host communities where revenue leaders openly discuss and recommend effective leadership coaches.
• Fractional Executive Platforms: Networks like Chief (for executive women) or fractional leadership firms often have seasoned ex-CROs and CMOs who transition into high-impact coaching.

3. Vet for the Right Credentials and Experience

A great coach for a VP of Sales/Marketing needs operating scar tissue, not just theoretical frameworks. Look for:

• Relevant Track Record: Have they previously held titles like Chief Revenue Officer (CRO), VP of Global Sales, or CMO? Do they understand modern B2B buyer journeys, MEDDPICC/SPIN methodologies, and demand-gen infrastructure?
• Coaching Certifications: Check for credentials from the International Coaching Federation (ICF) or executive coaching certifications from reputable institutions (e.g., Columbia, Harvard, or Coach U).
• Systems Thinking: Because you are coaching both Sales and Marketing leaders, ensure the coach understands how to bridge the gap between top-of-funnel pipeline generation and bottom-of-funnel closing velocity.

4. Run a Rigorous Interview Process

Treat the selection process like hiring an executive advisor.

• Ask for Case Studies: Request anonymous examples of how they helped a VP turn around a misaligned sales team or fix a toxic dynamic between marketing and sales.
• Conduct a Trial Session: Have your VPs do a 30-minute chemistry call or a mock mini-coaching session with the finalist. Chemistry and mutual respect are non-negotiable for executive buy-in.
• Establish Triangulation: Set up a 3-way alignment framework (Sponsor/CEO + Coach + Coachee) to set clear KPIs for the coaching engagement without violating the confidentiality required between the coach and your VPs.

If you'd like, let me know:

• The current company stage/size (e.g., early-stage startup scaling past $20M ARR vs. enterprise)
• The primary friction point between your Sales and Marketing VPs right now

I can tailor a more specific set of interview questions or recommend specialized revenue coaching frameworks.

Yes. For VPs of Sales and Marketing, I’d look for someone who is more than a generic executive coach. The best fit is usually a coach who understands revenue leadership, GTM strategy, executive team dynamics, and the specific operating problems of senior commercial leaders.

What I’d screen for

1. Has actually led a sales organization

   • Former CRO/VP Sales/Chief Revenue Officer is a strong signal.
   • They should be able to coach on forecasting, pipeline, hiring, performance management, deal strategy, and organizational design—not just communication skills.

2. Can coach executives, not just sales reps

   • Your VPs should be challenged on judgment, prioritization, delegation, executive presence, and how they lead through other leaders.
   • Ask for examples of coaching VP-level executives.

3. Understands Sales + Marketing alignment

   • Particularly important if you're coaching both VPs.
   • I'd want the coach to address ICP, segmentation, messaging, pipeline creation, handoffs, attribution, and the relationship between marketing and sales—not treat the two functions independently.

4. Uses your actual business as the classroom

   • The engagement should involve real forecast calls, pipeline reviews, hiring decisions, executive meetings, difficult personnel situations, etc.
   • I'd be skeptical of a program that's primarily assessments + generic leadership curriculum.

5. Can demonstrate measurable outcomes

   • Before starting, establish 3–5 outcomes such as forecast accuracy, pipeline quality, win rate, manager effectiveness, rep retention, sales/marketing SLA adherence, or executive-team effectiveness.

A few candidates I'd investigate

Since you're in Northern Virginia, there are some potentially interesting local options:

• Never Lose The Deal — Leesburg-based and specifically focused on B2B sales execution, revenue outcomes, leadership development and executive coaching. This would be one of my first calls if you want someone very close to the sales/revenue side.
• Big Swift Kick — Alexandria-based sales-performance consultancy with an emphasis on sales leadership, management coaching, assessments and improving forecast/revenue consistency.
• Watney Insights Network, Inc. — Reston-based executive/business coaching with leadership, decision-making and growth/marketing experience; potentially interesting if you want something broader than pure sales coaching.
• Vantage Point Performance — particularly worth investigating if your company is larger/enterprise-oriented. Its legacy offering includes sales-management capability building and manager coaching, and it is now part of Imparta.
• Winning Ways, Inc. — Reston-based executive coaching with ICF-certified coaches; I'd consider this more for executive leadership development than hardcore sales operating-system coaching.

There are also some strong non-local specialists. For example, Star Results / Steven Rosen specifically works with CROs and VPs of Sales and is a former VP of Sales. starresults.com Sales Xceleration also has a structured executive-sales-coaching offering aimed at VPs, directors and sales leaders.

The interview question I'd use

Don't ask, "What's your coaching methodology?"

Ask:

"Suppose my VP Sales is missing forecast, has two weak managers, spends too much time rescuing deals, and isn't holding the team accountable. Walk me through exactly how you'd coach that person over the first 90 days."

Then give the same candidate a VP Marketing scenario involving weak pipeline contribution, disagreement with Sales over lead quality, and unclear positioning.

You'll learn very quickly whether you're talking to an executive coach, a sales trainer, or someone who can actually operate at the level you need.

One other important choice

I'd decide whether you want one coach for both VPs or two specialists.

I'd lean toward one strong revenue/GTM leadership coach initially, because having the same person coach both leaders can expose organizational issues between Sales and Marketing that individual coaching would miss. The coach can maintain confidentiality while also helping you establish shared operating principles.

If you tell me your company size, approximate revenue, B2B/B2C, sales cycle, and what you want these VPs to improve, I can narrow this to 5–7 specific coaches/firms and give you a short interview scorecard.

Finding the right sales leadership coach for your VPs of Sales and Marketing requires a structured approach, as executive coaching at this level directly impacts team performance, go-to-market strategy, and revenue growth.

Here is a step-by-step framework to find, vet, and select a high-impact sales leadership coach:

1. Define the Objectives and Gaps
   • Identify specific areas for growth (e.g., transitioning from player-coach to strategic leader, cross-functional alignment between sales and marketing, managing enterprise pipelines, or scaling a team).
   • Determine whether you need a coach who specializes strictly in B2B tech, SaaS, manufacturing, or general high-growth environments.
2. Source Potential Candidates
   • Industry Networks & Peer Recommendations: Ask fellow founders, board members, or executive peers who they have used successfully.
   • Professional Coaching Directories: Look into reputable platforms and organizations like the International Coaching Federation (ICF) or boutique executive advisory firms that specialize in revenue leadership.
   • LinkedIn & Industry Thought Leadership: Identify individuals who regularly publish insightful content on sales operations, revenue architecture (R E V O P S cap R cap E cap V sub cap O cap P sub cap S𝑅𝐸𝑉𝑂𝑃𝑆), and executive leadership.
3. Evaluate Credentials and Track Record
   • Real-World Experience: Ensure the coach has actually sat in the seat as a VP of Sales, Chief Revenue Officer (CRO), or CMO, rather than just teaching theory.
   • Methodology: Ask about their coaching framework. Do they use a formal diagnostic? How do they balance tactical pipeline execution with emotional intelligence and leadership mindset?
   • References: Request case studies or anonymized references from past executive clients whom they have coached through similar growth stages.
4. Conduct Alignment and Chemistry Interviews
   • Set up a discovery call with the top two or three candidates and your VPs.
   • Assess whether the coach can challenge your VPs respectfully ("punch up") and establish a confidential, high-trust dynamic.
   • Ensure they don't just act as a consultant giving advice, but as a true coach who facilitates self-discovery and lasting behavioral change.
5. Structure the Engagement
   • Establish clear Key Performance Indicators (K P I s cap K cap P cap I sub s𝐾𝑃𝐼𝑠) or 360-degree feedback milestones to measure the return on investment (ROI) of the coaching over a 6-month or 12-month period.
   • Ensure there is a brief alignment meeting between you (the sponsor), the coach, and the VPs to agree on high-level goals without violating coaching confidentiality.

If you'd like, tell me:

• The industry and company size (e.g., early-stage startup vs. enterprise)
• The primary challenge your VPs are facing right now

I can give you a customized set of interview questions to use when vetting candidates.

Yes. For VPs of Sales and Marketing, I’d look for an executive/revenue leadership coach—not a generic executive coach and not primarily a sales trainer.

The key is finding someone who can work at the level of strategy, executive presence, leadership team dynamics, GTM alignment, and operating cadence, while still understanding revenue mechanics.

What I’d look for

1. Former operator experience Ideally, the coach has actually been a VP Sales, CRO, VP Marketing, or equivalent—not just someone who has studied leadership.

2. Experience at your company’s stage A coach who specializes in $10M SaaS companies may be a poor fit for a $500M enterprise, and vice versa. Ask for examples of companies with similar:

• Revenue scale
• Sales cycle
• GTM model
• Growth rate
• Organizational complexity

3. Coaching + business judgment The best coach should be willing to say, “I think your problem isn't your VP's leadership style; it's that your segmentation and accountability model are broken.” You want development and commercially useful perspective.

4. Cross-functional revenue experience Because you're coaching both Sales and Marketing leaders, I'd strongly favor someone who understands the Sales–Marketing interface, rather than a coach who only knows sales.

5. Observable outcomes Ask how they measure progress. Good answers might include:

• Better forecast accuracy
• Improved executive communication
• Stronger leadership-team effectiveness
• Better manager coaching
• Improved hiring/delegation
• Clearer GTM strategy
• Increased accountability
• Retention/development of key leaders

A few providers I'd put on your initial shortlist

REACH•ABLE is particularly interesting for your situation. Its coaches are former/current revenue executives, including VPs of Sales, Customer Success and Marketing, with backgrounds at companies such as Salesforce, Dell, UPS, Square and Yelp.

Revenue Storm is more sales-performance oriented. Its coaching combines sales-leadership development with practical coaching of the sales-coaching process, including observing leaders and giving individualized feedback. It also explicitly offers Sales/Marketing alignment work.

Sales Xceleration is worth considering if you want something more structured and operational. Its executive coaching is aimed at VPs, directors and sales leaders and combines leadership development with sales-system work, including pipeline discipline and forecasting.

STAR Results is another interesting option if your primary issue is sales-management discipline, coaching, accountability and forecast reliability. Its positioning is explicitly around VPs/CROs and building a repeatable sales leadership operating system.

If you're in SaaS, I'd also look at Chris Orlob's coaching program. His offering is unusually specific to SaaS revenue leaders and is designed for CEOs, CROs and VPs of Sales, with a strong emphasis on revenue growth and leadership.

How I'd actually select one

Don't hire based on the first impressive conversation. Run a mini-RFP with 3–5 coaches.

Give each candidate the same brief:

“We have a VP Sales and VP Marketing. We want to make both substantially stronger executives over the next 6–12 months, while improving alignment between Sales and Marketing. What would you diagnose first, what would you work on, and how would you measure whether the engagement is working?”

Then have each coach meet individually with both VPs for 45–60 minutes.

You're looking for the person who:

• Asks unusually good questions
• Gets beneath the presenting problem
• Challenges the executive without becoming adversarial
• Understands your business quickly
• Doesn't immediately prescribe a canned framework
• Can articulate what they would not work on
• Has references from people at roughly your executives' level

One important distinction: I would generally give each VP an individual coach, rather than putting both VPs with the same person. Then use a separate quarterly session for the two executives together around Sales/Marketing alignment. That preserves psychological safety while still addressing the organizational interface.

If you tell me your company size/stage, industry, whether you're B2B/B2C, and what you most want these VPs to improve, I can narrow this down to a 5–7 person/provider shortlist and tell you exactly what I'd ask each one in the interview.

Finding a top-tier sales leadership coach for your VPs of Sales and Marketing requires a strategic approach. You aren't just looking for someone who knows how to close deals; you need an executive coach who understands organizational alignment, revenue operations, and high-stakes people management.

• Step 1: Define your core objectives and gaps (e.g., scaling a team, improving cross-departmental alignment between sales and marketing, or navigating pipeline stagnation).
• Step 2: Establish the criteria you need in a coach, such as a background in B2B SaaS, enterprise sales cycles, or cross-functional GTM (Go-To-Market) strategy.
• Step 3: Source candidates through reputable networks, peer recommendations, or dedicated executive coaching registries like the International Coaching Federation Credentialed Coach Finder or specialized GTM advisory networks.
• Step 4: Vet candidates by checking their track record with similar leadership roles, interviewing them with your VPs (or evaluating their coaching philosophy), and ensuring they provide structured accountability and metrics for success.
• Step 5: Run a trial engagement or pilot session to test the interpersonal chemistry and the coach's ability to drive actionable behavioral and operational changes.

To help narrow down the best path, could you share:

• The company stage/size (e.g., seed-stage startup, mid-market, or enterprise)
• The primary challenge your VPs are facing (e.g., friction between sales and marketing, scaling the team, or hitting growth targets)
• Whether you prefer a 1-on-1 coach for each or a shared facilitator

I can tailor specific sourcing channels and vetting questions based on your context.

Yes. For VPs of Sales and Marketing, I’d look for something more specific than a generic “executive coach.” The best fit is usually someone who can coach senior commercial leaders on both leadership and business outcomes—not just communication or personal development.

What I’d screen for

Look for a coach who has:

1. Actually operated at VP/CRO/CMO level — ideally having managed a revenue organization themselves.
2. B2B/GTM experience — sales strategy, pipeline, forecasting, pricing, positioning, hiring, executive alignment, etc.
3. Experience coaching executives, not just salespeople.
4. Strong organizational/political skills — helping a VP influence the CEO, board, peers, and their own leadership team.
5. A measurable engagement structure — clear objectives at the beginning and evidence of progress after 3–6 months.
6. Enough independence to challenge them. You don't want a coach who simply validates your VP.
7. Good chemistry with each executive. I would not automatically use the same coach for both VPs.

A few Bay Area candidates worth investigating

Since you're in the Silicon Valley area, I found several interesting options:

• G2i Leadership Development — particularly interesting for your use case because its founder has 20+ years of leadership experience across Sales, Marketing, and Business Development, including corporate and startup environments.
• Garfinkle Executive Coaching — a more traditional executive-coaching option; Joel Garfinkle is described as having 25+ years of experience, 2,500+ leaders coached, and an ICF MCC credential.
• Stinson Advising — interesting if you want coaching combined with 360 feedback, organizational diagnostics, and talent assessment.
• CoachCEO — focused on CEOs and senior executives/direct reports, with extensive 1:1 executive-development experience.
• Executive and Leadership Coaching — Los Gatos option emphasizing confidential executive coaching, decision-making, blind spots, influence, and leadership effectiveness.
• The Shattuck Group — worth considering if you want something that explicitly combines leadership, sales, marketing, strategy, and organizational execution.

There are also larger coaching networks. Silicon Valley Change, for example, specializes in matching senior leaders with coaches and can support multiple executives rather than relying on one individual coach.

How I'd run the selection

I'd make this a 2-week mini-RFP, not a long search.

Ask 5–7 coaches for a 30-minute conversation and give them the same scenario:

“I have a VP of Sales who is strong operationally but needs to become a more strategic executive—better at forecasting, developing leaders, challenging assumptions, and influencing the CEO and peers. How would you approach coaching them?”

Then ask:

• Who are the most senior people you've coached?
• What percentage of your clients are VP/C-suite?
• How much of your experience is specifically Sales/GTM?
• Tell me about a VP you materially changed. What was different afterward?
• How do you establish measurable goals?
• How do you handle a client who isn't doing the work?
• What would you want to learn from me/the CEO before starting?
• What would you report back to the company—and what remains confidential?
• Can I speak with two former clients who were similar to my executives?

That last question is particularly valuable.

One important distinction

I'd decide whether you actually want coaching or consulting.

If the VPs are fundamentally good leaders but have blind spots, need stronger executive presence, delegation, conflict management, strategic thinking, etc. → coach.

If the real issue is “our VP Sales doesn't know how to build a predictable enterprise sales machine” → you probably need a sales leadership consultant/mentor, not a coach.

If it's both, I'd consider coach + occasional GTM advisor rather than expecting one person to do everything.

My initial shortlist for your particular situation would be G2i, Stinson Advising, Garfinkle, and The Shattuck Group, with G2i especially worth a conversation because of the Sales + Marketing + BD operating background.

If you tell me your company stage, approximate revenue, B2B/B2C, and what you think each VP most needs to improve, I can narrow this to 5 specific coaches and tell you exactly why I'd interview each one.