A look at how structural sales design has translated into measurable performance across two full-time sales leadership tenures — each starting with a different problem, each closing with a different shape of growth.
A growing outdoor hospitality brand had strong leisure demand but no dedicated sales function to capture the group and corporate revenue its properties were uniquely positioned to serve. Marketing and revenue management were in place — the sales discipline itself was the gap. Property-level teams had neither the time, the structure, nor the strategic direction to pursue group and corporate revenue consistently.
Joining as full-time Vice President of Sales with the autonomy to restructure and design the sales discipline from the ground up, Erin focused the first months of work on:
The work produced a fully designed sales function where none had existed, capable of building a new revenue stream at scale while preserving the brand experience that made the properties distinctive in the first place. Performance came not from working harder, but from designing an organization that made the work possible.
A multi-property hospitality portfolio had a capable sales organization producing inconsistent results across its properties. The same effort produced strong outcomes at some properties and meaningful underperformance at others. Leadership had run the usual tactical responses — pipeline reviews, sales training, segmentation analysis — without the lift the portfolio needed. The constraint was not effort. It was design.
Joining as full-time Vice President of Sales, Erin focused on diagnosing the structural conditions producing the inconsistency, then redesigning the sales organization around the operating realities of a multi-property portfolio. This was the body of work where the principles that would later become the Aurelia framework first took shape at scale — sales design treated as a connected system rather than a series of isolated fixes. The work moved across several dimensions simultaneously:
The portfolio moved from inconsistent property-level results to reliable performance across its properties. Under Erin's tenure, the sales team produced two consecutive years of record-breaking, historic revenue generation — with $12M in growth over the portfolio's previous historical high. Sales leadership gained visibility into what was driving outcomes and the structural levers to influence them. The work produced not a one-quarter lift, but the operating system the organization needed to sustain growth in subsequent years.
Different segments of hospitality. Different problems. Different shapes of growth. The work itself follows a consistent pattern, and so does what makes it sustainable.
In both bodies of work, the underperformance was not a function of effort, talent, or motivation. It was a function of how the organization was designed to operate. Once the structure changed, performance followed.
Strategy, organizational design, performance infrastructure, and leadership alignment had to move together. Addressing any one of them in isolation would have produced short-term lift at best.
The result was not a quarter of better numbers. It was the operating system the organization needed to keep producing those numbers reliably, year over year.
If your sales organization is producing inconsistent results, hitting a growth ceiling, or navigating a structural moment of change, the first step is understanding what is actually driving the constraint. A diagnostic conversation is where that starts.
