MINTS Breakdown Part 4: Develop A Collaborative Team To Accelerate Transformation

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Welcome to Lesson 24 of The Purposeful Performer!

The "T" in MINTS stands for Team—but not just your internal team. It's about developing a collaborative force that combines the best of your organization with the best of theirs.

When done right, this unified team becomes unstoppable, turning complex transformations into shared victories (in less than 12 months).

Total points up for grabs: 20

Nothing great is achieved alone

The Team component of MINTS isn't about assembling more people—it's about assembling the right people at the right time for the right reasons.

Most sellers think of "team selling" as bringing their technical experts to answer product questions or having their manager join for credibility. That's thinking too small.

Elite strategic sellers understand that transformational deals require transformational teams. These teams blur the lines between vendor and client, creating a collaborative force where both sides contribute their unique expertise toward a shared vision.

When you master the Team element, something powerful happens: the deal stops feeling like a purchase with a vendor and starts feeling like an investment into a partnership. The customer begins to think of your team as an extension of theirs, working together to solve a business challenge that matters.

This shift changes everything. Instead of defending budget decisions, they're advocating for shared goals. Instead of evaluating your proposal, they're refining the joint strategy you co-create together.

Here’s where we’re focusing today (reminder: it’s not a linear sales methodology, but more of the core, fluid components necessary to bring a transformation deal over the line in less than a year):

Every deal I worked, I tried to be selective with who I recruited internally to help support the deal and align with the customer’s stakeholders. By being aligned (by power, role, and personality) we had the capability to shape the Narrative into a business case and accelerate the transformation inside their organization.

I learned the power of collaborative teams early in my strategic selling career, but it was crystallized during the Chipotle deal—one of my favorite transformations.

Most sellers would have approached Chipotle with a standard team: an account executive (me), a solution engineer, a sales leader, and maybe a customer success manager. That's textbook team selling, but it's also status quo thinking.

Instead, I took a different approach. I studied their challenge deeply, understood their vision for the future of restaurant experiences, and then carefully assembled a team that could match their ambition.

For Chipotle, this meant recruiting:

• Our head of Gainshare (to speak their language of ROI and business outcomes)

• Senior technical architects (who could envision the technical transformation)

• Industry specialists (who understood restaurant operations)

• Customer success leaders (who had guided similar transformations)

But here's the key: I didn't just bring smart people. I brought people who were genuinely excited about transforming an iconic brand in the restaurant space. Their enthusiasm was authentic because the challenge was meaningful.

On their side, we had executives from multiple departments—digital innovation, customer support, marketing, operations, and mobile technology. This wasn't a purchasing committee; it was a transformation team.

The magic happened when both teams came together in our design sessions. We weren't presenting to them or vice versa. We were collaborating, ideating, and problem-solving together—focused on bringing to life the restaurant of the future while nailing down a way to fund it through an innovative business case.

The lines between "vendor" and "client" disappeared.

The result? A transformation project that went from initial contact to signed contract in seven months, ultimately worth over $10 million in total contract value and a $2 million booking I got paid on immediately and future upside on each transaction that occurred on our platform.

Every opportunity I worked, I tried to be selective about who I recruited internally to help support the deal and align with the customer's stakeholders. By being aligned—by power, role, and personality—we had the power to shape the Narrative into a business case and accelerate the transformation inside their organization.

Each of my deals had different supporting cast members by design. The team for Delta Air Lines looked different from the team for UnitedHealthcare, which looked different from the team for Chipotle. The common thread was intentionality.

As my friend Jamal Reimer notes in his successful work on winning mega deals, engaging executives early and bringing the right team together at the top is similar to "heliskiing"—going straight to the summit in a helicopter instead of climbing step by step. When your senior executive connects with their senior executive, and your technical leader aligns with their technical leader (and they see eye-to-eye on the vision), transformation happens at the speed of trust, not the speed of evaluation. This will move boulders when Procurement gets involved because the business leaders have already essentially signed off on the plan.

The biggest mistake I see sellers make is assembling teams reactively. They wait until they need specific expertise, then scramble to find someone available. By then, it's too late to build genuine alignment and enthusiasm.

The most successful transformational deals happen when teams are assembled early and proactively, with careful thought given to how each person contributes not just expertise, but energy toward the shared vision.

Let’s break it down how to do this masterfully and then put it into action immediately in the Mission below.

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