Track record

Numbers we have actually put up.

Every number here was delivered by a team Steve led as the operator responsible — as the owner, the sales leader or the branch executive with the result on his name.

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What results have the teams Steve led delivered?

These are results delivered by teams Steve Lindstrom led as the operator — a branch office, a construction company, a technology company and a firm he founded. Company names are withheld; figures are as reported in those roles. The branch office grew from under $11M to $28M in sales within 24 months, delivered up to 169% of goal even in down industry years and 211% of EBITDA goal, trailing twelve; earlier, project gross margin at a construction company rose from under 20% to 27%+.

Highlights

$28M
Branch sales in 24 months · from under $11M: 211%
Of EBITDA goal · trailing twelve: 169%
Of revenue and EBITDA goal · in a down industry year: 168.5%
Of sales goal · trailing twelve

Results reported in prior roles; awards from a former employer and a major healthcare partner. Figures reflect results delivered by teams Steve led in prior executive roles; company names are withheld — read the note.

The record

Four chapters, one pattern.

Teach the team a way of selling. Match the estimate to the invoice. Bill the indirect costs. Count the warehouse. Hold the cadence. Repeat.

Branch officeSales & operations

The branch corporate had left to sink or swim#

Under $11M in annual sales and minimal EBITDA when Steve took over the branch. No one from headquarters had paid attention in years. The fix wasn’t a strategy — it was teaching the team “the way”: a solution-selling process, DISC-based communication, job costing that matched the estimate to the invoice, indirect costs billed to the jobs that used them, a warehouse that was counted, and a weekly cadence nobody could hide from.

Within 24 months the team had grown sales to $28M — more than double every goal. Even in the industry’s down years, a team taught to hunt, forecast honestly and protect margin still delivered up to 169% of its revenue and EBITDA goals. Over Steve’s final twelve months the branch ran at 168.5% of sales goal and 211% of EBITDA goal, and a major healthcare partner named the office Vendor of the Year — “the gold standard” of customer service.

See how we would do it for you

A morning huddle of technicians in navy polos on a service company’s dispatch floor

Highlights

annual sales in 24 months, from under $11M: $28M
of EBITDA goal, trailing twelve: 211%
of revenue and EBITDA goal in a down industry year: 169%
of sales goal, trailing twelve: 168.5%

Construction companySales & project management

Seven points of gross margin, found in the paperwork#

Leading sales and supervising project managers for a construction company, Steve introduced continual project and contract audits — matching what was estimated to what was contracted to what was built. Average gross profit margin rose from under 20% per project to 27% and above, while the sales team grew closings 16% to about $17M in a single year.

The Profit Leak Audit does this

Two colleagues reviewing a profit-and-loss statement at a walnut desk

Highlights

average project gross margin, from under 20%: 27%+
sales in a single year: $17M
year over year: +16%

Technology companyChannel sales

A sales channel built from a $0 pipeline#

Handed a dormant indirect sales program with no pipeline at a technology company, Steve rebuilt partner relationships, installed a forecast, and worked strategic accounts himself. Year one closed at $2.5M; year two passed $5M. Recognized for Revenue Achievement and Fast Start.

The 90-Day Sales Sprint does this

A leader walking a team through a P&L trend line and gross-margin bars on a glass board

Highlights

year one, from a $0 pipeline: $2.5M
year two: $5M+
recognitions: Fast Start and Revenue Achievement: 2

Founder-owned firmConstruction industry

Founded, financed, grown — and closed with zero debt#

Steve wrote the business plan for a firm in the construction industry that he founded, secured the financing, built a 3,000 sq ft studio and led a team of 19 plus subcontractors. The designers he hired and trained averaged $17M+ in annual sales with a consistent $25M pipeline. When a recession devastated the industry, he led the company through it and closed it on his own terms, with no debt — a result most founders never manage.

Growth Strategy for the next tier

A facilitated workshop at a glass wall covered in sticky notes

Highlights

full-time team: 19
annual sales: $17M+
debt at close: $0

The method behind the numbers

Every chapter used the same method: a trained way of selling, leaders who can read a P&L, and a weekly cadence.

Every number here was earned by a team.

Coach to Success is a new firm built on a long operating career. Rather than decorate this page with logos we haven’t earned or quotes we can’t attribute, we publish the record delivered by the teams Steve led as an executive and as an owner — with the awards those employers and customers gave them. Company names are withheld; the figures are as reported in those roles. That is a higher standard than a consultant’s case study, and it is the only kind we publish. Client results from consulting engagements will be added here, with permission, as they are delivered.

Next step

Clarity starts with one conversation.

Thirty minutes. Bring your trailing-twelve P&L if you have it, bring the problem if you don’t. We’ll tell you plainly whether we can help — and what it would take.

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