The Method
Gain Game Science
Leadership development for medtech sales leaders, measured in operational outcomes. A leader develops through gains, and the operation the leader runs shows whether the gains took hold.
The ABC Model
55 Gains, Three Kinds
A gain is a discrete, observable change in a leader. The catalog holds 55 of them: 20 Awareness, 20 Behavior, and 15 Circumstantial.
20 gains
Awareness
What the leader now sees. A gap in the forecast, a rep who is coasting, a plan that no longer fits the territory.
20 gains
Behavior
What the leader now does. Coaching on buyer evidence, deciding on a stalled deal, running a one-on-one that changes the next week.
15 gains
Circumstantial
What now exists around the leader. Plans, rhythms, and incentives that hold the new behavior in place after we leave.
Five Mechanisms
Why the gains hold
Each gain works through one of five mechanisms, eleven gains apiece.
WHO Clarity
Precise clarity about who the leader creates value for and how the role contributes to durable outcomes.
Progressive Gains Calibration
Performance compounds across quarters instead of resetting under pressure.
Incentive Coherence
Effort aligns with real value creation over signal chasing.
Identity Continuity
Identity holds steady through short-term performance volatility.
Phased Professional Progression
A career develops as a deliberate arc, built one stage at a time.
Four Stages
From Foundation to Sovereignty
Gains build in order. Awareness comes first, behavior follows, and the circumstances around the leader change last.
Stage 1 · Months 1 to 3
Foundation
Awareness-heavy. The leader sees the gains that matter in the team they run.
Stage 2 · Months 3 to 6
Calibration
Behavior-heavy. The leader practices the coaching and decision habits those gains require.
Stage 3 · Months 6 to 12
Integration
Circumstantial gains begin. Plans, rhythms, and incentives line up with the behavior.
Stage 4 · Month 12 onward
Sovereignty
The gains compound, and the leader sustains them without outside support.
Operational Outcomes
How we judge the work
Every engagement names the outcome it moves, measured against a baseline captured before day one, with a named owner.
| Outcome | What it measures |
|---|---|
| Forecast accuracy | Committed versus closed, by leader, by quarter |
| Ramp time | Days from start to a new rep's first full-quota month |
| Regretted attrition | Strong performers who leave, per leader, per year |
| Attainment spread | Share of a leader's team at or above plan |
| Coaching coverage | Documented coaching hours per rep per month |
| Decision speed | Days from a stalled deal to a leader's decision on it |
| Bench strength | Ready-now successors for each leadership seat |
| Plan execution | Account and territory plan commitments delivered on date |
Proprietary Framework
The COF Outcomes Framework
Shift every customer conversation from "what does it cost?" to "what is it worth?"
Purpose: Connect the value proposition to outcomes the customer can examine.
Our Process
How We Work
A structured process for developing a leader and measuring the change in the operation they run.
Discovery
Meet the leader, the team, and the leader's manager. Learn how the operation runs today.
Baseline
Measure the operational outcome to move, with its population, period, source, and owner.
Gains map
Locate the Gain Game Science gains the leader needs and compare the development options.
Development
Build the gains through coaching, programs, and changes to the leader's operating rhythm.
Results
Compare the operational outcome with the baseline, record limitations, and plan the next gains.
A focused starting point
Start with one leader
and one outcome.
The Leadership Diagnostic examines one leader and the team they run, sets the baseline for the operational outcome that matters most, and defines a development plan with a named owner and a measurement plan.
Explore the diagnostic