About
I've Been the VP Responsible for the Number.
After decades leading enterprise technology sales organizations, I’ve learned that the biggest challenge isn’t always a lack of information. It’s knowing what to look for—and recognizing what the results reveal about how your sales leaders actually manage their business.
Big Rock Review grew out of that experience.
It’s a practical management discipline that helps you keep your biggest deals in focus, ensure they receive meaningful management attention, and learn from what happens to them each quarter.
I'm Jeff Goldstein
I’m an engineer by training and an enterprise sales leader by profession.
I’ve spent my career carrying a number and leading technology sales organizations, including senior leadership roles with Data General/EMC, NetApp and Veeam Software.
At NetApp Canada, I helped grow the business from $17 million to over $200 million, leading teams through multiple growth cycles and complex enterprise sales environments.
Over the years, I’ve led thousands of forecast calls and hundreds of complex deal reviews.
That experience taught me something important:
Big deals don’t need more activity. They need more management discipline.
I’m also the author of Winning the Six-Figure Sale, which draws on my experience inspecting, assessing and coaching complex enterprise opportunities.
Why I Built Big Rock Review
When I was running an enterprise sales organization, I discovered something that changed how I looked at our biggest deals.
We were winning five deals for every one we lost. Yet we were still missing our number.
When I compared our results against the original list of Big Rocks we’d counted on at the beginning of the quarter, I discovered that 70% had been Deferred or ended in No Decision.
But the real discovery went beyond those numbers.
I started seeing patterns in how our sales managers ran their business. Some deals appeared late in the quarter. Others kept slipping. And when I asked managers to show me their formal deal reviews, I sometimes discovered that those reviews hadn’t actually happened.
I wasn’t just learning about our deals. I was learning about how our sales leaders managed their business.
That’s the thinking behind Big Rock Review: a simple, consistent management discipline that helps a VP recognize these patterns, ask better questions, and hold their sales leaders accountable.
What I Bring to the Engagement.
Could you build a Big Rock Tracker yourself? Absolutely.
But the spreadsheet is the easy part. Knowing what to look for, which questions to ask, and what the results may reveal about your sales leadership team comes from experience.
That’s what I bring to Big Rock Review.
Practical operating rules. I’ll help you establish which deals belong on the list, what qualifies as a formal deal review, and how to maintain accountability throughout the quarter.
Executive insight. I’ll help you recognize patterns in management behaviour, deal qualification, forecast commitments, and recurring deferrals that might otherwise go unnoticed.
A shortcut to implementation. Rather than developing the process through trial and error, you’ll benefit from lessons I’ve learned managing enterprise sales organizations.
Your managers continue conducting their own deal reviews. Your team owns the Tracker and its built-in Scorecard.
I help you establish the discipline and recognize what the results are telling you. Your team keeps running it.
Your Biggest Deals Deserve More Than a Forecast Call.
Let’s talk about how to keep your biggest deals in focus, ensure they get the management attention they deserve, and account for every outcome.