C-Suite Network

C. Lee Smith

C-Suite Leader Since:


CEO and Founder of SalesFuel, Inc.


Lee Smith is the CEO and Founder of SalesFuel®- a Columbus, Ohio-based firm that was named one of the Top 15 Sales Enablement solutions providers for 2019 by Selling Power magazine. His firm helps sales teams leverage critical insights that enables them to acquire, develop and retain their best employees and customers.

Uniquely geared to service the fast-changing sales landscape, C. Lee Smith is one of the country’s foremost experts on:

  • sales discovery and needs analysis
  • sales coaching
  • sales culture
  • hiring for sales
  • sales management and leadership

Lee is one of select few certified advisors worldwide for sales consultant Jeffrey Gitomer and was recognized as of the Leading Sales Consultants by Selling Power magazine in October 2018. He is also a C-Suite Network Advisor for sales leadership and management and co-host of the popular Manage Smarter™ podcast on the C-Suite Radio Network.

His client roster includes Comcast, Berkshire Hathaway, Spectrum, Cox Media, Altice USA, Gatehouse Media and OEConnection.

Lee is the creator of SalesFuel COACH – the new software-as-a-service platform for data-driven, adaptive sales coaching – and SalesFuel HIRE for avoiding costly hiring mistakes through the use of data-driven analytics.

Lee is also an expert on advertising, digital marketing, audience segmentation and small business marketing. He is the creator of AdMall® – the nation’s leading provider of consultative sales discovery intelligence for local advertising and digital media – used by over 20,000 media sales professionals and marketing agency business development specialists across America.

Lee is a graduate of Ohio University and has earned a certificate in executive leadership from Cornell University.

Schedule Lee to speak at your next sales conference, training event or management retreat at cleesmith.com, schedule a consulting session or download one of his free white papers:



Tips for Succeeding as a First-Time Manager

Jennifer Gluckow, founder of Sales in A New York Minute, knows a thing or two about sales. She’s also a first-rate manager with plenty of street cred, but making the transition came with a few lessons – ones that can help any new manager.

Read More »

It’s Time for Managers to March to Their Own Coaching Cadence

Are millennials really that different from their younger counterparts: the members of the up and coming Generation Z? Yes, says Jessica Ogilvy, assistant professor of marketing at Marquette University. To generate loyalty, Ogilvy recommends a using a practice called coaching cadence. Start your relationship with your employee by understanding their personal and professional goals. Then use this as a foundation for frequent and consistent conversations.

Read More »

Management Tips from The Charisma Coach

You’ve hired your dream candidate. They’re blowing the doors off all the technical problems you’ve been having. But, they don’t seem very happy. And, they don’t seem to be fitting in with the rest of the team, especially since they’re lacking professionalism. What are you going to do now? Mary Gardner, The Charisma Coach, who we just interviewed for a Manage Smarter podcast on the C-Suite Radio Network, would say it’s time to put on your coaching hat.

Read More »

Don’t Like Conflict? Here’s How to Stop Avoiding that Dreaded Encounter

If you’ve been managing people for any length of time, you know it’s not always fun. You’ll have great days when you’re cheering about a team member’s win. And, then, you’ll have some truly challenging days. You know what I’m talking about. It’s those days when you have to address an employee performance issue. If you’re conflict-averse, you may be avoiding these encounters. But when you avoid an employee-related problem, you’re damaging your credibility as a manager.

Read More »

Sales Managers: Are You Unintentionally Setting a Low Bar for Your Team?

Most sales departments often talk about setting the bar high. But there’s another bar for sales managers to consider. It’s not the high bar that sets the desired standard, it’s the LOW bar – and that can be a job killer for sales managers. The “low bar” is the lowest level of performance acceptable to keep their job. And you set it by what you allow your salespeople to get away with. You may not see the negative impact immediately, but it’s a morale killer to the other higher performers on the staff.Here are seven examples of how the “low bar” gets set on your sales team.

Read More »