You can't out-hustle a broken system

“I built Formula L4 because leaders deserve growth that doesn’t depend on heroics or hope. Our sales operating system is the clearest path to sustainable growth.”

- Holly LaBoda

When revenue misses the mark, it’s rarely due to lack of effort.

It’s because the system they’re working inside isn’t producing the results it should.

Most leaders come to us frustrated or disappointed in their sales function in some way.

Disappointed that:

  • the number isn’t where it should be
  • the pipeline looks busy but doesn’t convert cleanly
  • performance varies too much by manager/team or seller
  • training investments haven’t translated into lasting improvement
  • too much depends on personal oversight to keep things moving

That disappointment is usually well‑placed.

Formula L exists to address what’s underneath it: a sales function that hasn’t evolved to support the level of performance being demanded of it.

What we do

We strengthen how sales actually operates - and equip the people responsible for results.

Formula L is a sales operating system and enablement practice.
We don’t choose between strategy, systems, and training—because results only improve when those elements reinforce each other.

Our work focuses on three areas that determine whether sales performance holds or erodes.

When execution disappoints, it’s often because expectations are unclear, inconsistent, or unevenly reinforced.

We work with leadership teams to redesign the mechanics of selling, including:

  • how opportunities are meant to move through the pipeline
  • where decisions should happen—and who owns them
  • where friction, ambiguity, or rework slows momentum
  • how process and tools either support execution or force improvisation

The goal isn’t more process.
It’s a system that produces reliable outcomes without constant intervention.

Growth raises expectations on managers—but rarely changes how they’re supported.

We equip leaders to reinforce the system by:

  • creating clear operating rhythms for pipeline, deals, and skills
  • providing practical coaching structures (not just guidance)
  • aligning expectations across teams and regions
  • reducing reliance on escalation and exception‑making

When leaders know how to run the system, performance becomes less personality‑dependent.

Training is a core part of our work—but only when it’s tied directly to how selling actually happens.

We design and deliver development programs that:

  • align to the sales operating system
  • focus on in‑deal behavior, not theory
  • target specific points where momentum breaks down
  • are reinforced by managers so improvement sticks

Training may be delivered as part of a broader engagement or as a standalone initiative, depending on need.

Either way, the aim is the same: better execution where it matters—inside live opportunities.

What improves when the system is right

Organizations typically see:

  • fewer deals stalling without explanation
  • cleaner pipeline movement and forecasting
  • more consistent performance across teams
  • managers coaching execution instead of rescuing deals
  • less dependence on personal oversight to hit the number
In short, results stop feeling fragile.

The thinking behind Formula L

Formula L was built from years of watching capable people struggle inside systems that weren’t designed for the level of performance being asked of them.

Before founding Formula L, Holly worked both inside sales organizations and alongside leadership teams responsible for growth. Across industries and roles, the pattern was consistent:
as expectations increased, systems stayed roughly the same — and leadership effort filled the gap.

Over time, that effort became normal.
Escalation replaced structure.
Heroics replaced repeatability.

Formula L emerged as a response to that pattern.

Holly’s work focuses on:

  • diagnosing where sales systems quietly lose capacity
  • helping leaders see what’s actually slowing performance
  • translating strategy into structures people can run
  • designing reinforcement so improvement holds under pressure

The goal isn’t insight for its own sake.
It’s a sales function that produces results without requiring constant intervention.

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Holly LaBoda, Founder & Chief Growth Officer
System design • Sales enablement • Growth infrastructure

Extensions of the team

Formula L is intentionally built as a senior‑led practice, supported by carefully selected partners who extend capacity where it strengthens results.

This structure allows clients to benefit from deep system leadership while bringing in specialized expertise when it matters—without fragmenting execution or accountability.

Partners don’t replace ownership or direction. They operate within the Formula L operating system so the work stays aligned, focused, and scalable.

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Kim Johnson

Fractional & Contract HR Leader
 
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Sara Black

Sales & Revenue Enable-Mint
 
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MGL
 
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How we operate

These aren’t cultural statements.
They’re the principles that guide how we diagnose problems, design systems, and work with teams.

We fix causes, not symptoms
Short‑term fixes may look productive, but they increase long‑term strain. We focus on what’s actually limiting performance—even when that’s uncomfortable.

We tell the truth early
Ambiguity delays improvement. We surface what’s slowing momentum quickly and clearly, without blame and without avoidance.

We design before we scale
Adding capacity before the system is ready only increases fragility. Structure comes first—then growth holds.

We reinforce what we build
Insight without reinforcement fades. Every engagement includes the leadership habits, rhythms, and tools required to sustain improvement.

We leave the system stronger
Our goal isn’t dependency. It’s a sales function that performs better long after we’re gone.

Ready to understand what’s holding results back?

If revenue isn’t where it should be — or performance feels harder to sustain than it should — the Growth Momentum Review is the right place to start.

It’s a focused, practical conversation designed to clarify:

  • where execution is breaking down
  • whether the constraint is system, leadership, or skill
  • what to address first to improve results