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Agustin Ramos

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österreich
Baden
Agustin Ramos

Former Director, Senior VP and Partner. Founder of The Third Axis Leadership.

14/08/2026

The hardest years of my life at home.

I spent a lot of energy hiding it at work (because I thought if the people above knew, it would affect my progress).

And I pushed myself even harder to make up for the mental weight I was carrying.

Later I realised two things.

The first was that the actual challenge was to protect the quality of my judgement while my mind was carrying a lot.

When your mind is clouded, your judgement suffers. And when your judgement suffers, the wrong decisions follow. Bad decisions at senior level compound quickly.

I became more deliberate about creating time to think.

I protected time in my calendar before important decisions instead of filling every hour because I felt guilty for slowing down elsewhere.

If I needed time to think, I took it before I walked into the room, not while I was sitting in it.

I built in moments of doing nothing, with no input, no screens, no stimulation. Just my mind, resting and catching up.

Every one of those decisions was about protecting the quality of my judgement.

The second realisation was that the people above me were also carrying burdens I could not see (just as I was carrying burdens they could not see).

Nobody was expecting life to stop happening. What they needed from me was what I needed from them. Clear thinking. Sound judgement. Fewer areas to worry about.

The way through my difficult seasons was to stop trying to prove I was unaffected. And to protect the moments where my thinking mattered most.

10/08/2026

Grief. Separation. Illness.

Life keeps happening at the top.

I was leading teams at work while going through the hardest times of my life at home.

What I learned is that leadership done well is inherently selfless. It asks you to put yourself in someone else's shoes. It asks you to put the team ahead of yourself. It leaves very little room for overthinking.

When I caught myself stuck in my own head, I tried not to stay there. I found someone on the team who needed something:

A mentoring session.

A career conversation.

A moment of deep listening.

Anything that redirected the energy outward.

For me, it is not about pushing feelings down at work when things are hard at home. It is about pouring them somewhere they do something useful

The counterintuitive part is that making leadership personal is what calms the personal noise. The more you serve, the quieter the noise gets.

You cannot fixate on your own problems while you are genuinely present for someone else's.

There is no leader that will not go through hard times personally. What sets the best apart is how they show up and serve through it.

30/07/2026

I have had several big promotions in my career.

I asked for none of them.

A promotion is rarely a decision made on a specific day. It is usually a conversation that has been happening for months, sometimes years, between two people who are working towards something together.

There is no defined date.

There is a direction, and there is a set of criteria that both people agree on and refine over time. Eventually, the promotion stops being a question of if and becomes a question of when.

Asking for a promotion is not wrong. The mistake is thinking that a promotion is a decision waiting to be triggered in one conversation.

Asking for one directly can put the person you need most in a difficult position. The timing may be wrong. The budget may not be there. The role may not exist yet. You are asking them to make a decision before the circumstances are ready.

So when people ask me how to convince their leader to promote them, I tell them to stop asking and start walking:

Make the circumstances ready.

Bring your leader into what you are building.

Let them help define the criteria.

Let them become part of the journey instead of being the person who decides whether you are ready.

Asking puts them in a corner, waiting for a yes when the timing may be wrong.

Walking puts them beside you until the timing is right.

31/03/2026

Many leaders believe they need to push harder.

Work longer hours.
Add more effort.
Increase the pressure.

In reality, what they often need is clarity about what should change.

When you step back and look carefully at your results, patterns begin to appear.
You start to see what is working, what is not, and where your attention is actually needed.

Progress rarely comes from simply doing more.

It comes from understanding your situation clearly and making deliberate adjustments.

Leadership becomes less about constant effort, and more about thoughtful decisions.

Where in your work right now would more clarity make the biggest difference?

If you would like to explore that question together, you can book a conversation through the link in my bio.

30/03/2026

Strong leaders don’t look back to regret.
They look back to understand.

Every decision leaves information behind.

Over time, you start to see that many of the moments that shaped your leadership did not feel like growth when they happened.
They felt like pressure.

Pressure to decide.
Pressure to move forward without full certainty.
Pressure to carry responsibility.

But with distance, those moments become data.

They show you how you think, how you decide, and how you lead when the situation is not comfortable.

Looking back in this way is not about judging the past.
It is about understanding it.

And that understanding is often where real leadership growth begins.

What has the past year taught you about how you lead?

If you are reflecting on this right now, I would be interested to hear your perspective.

27/03/2026

In a sales team, the leader’s silence can quietly cost more revenue than a lost proposal.

I have seen Commercial Directors who, when the quarter looks weak, become very quiet in meetings:
no clear data, no feedback on sales conversations, only pressure to “close more”.

The team fills the gap with stories:
“he is angry”, “something is wrong”, “better not ask questions”.
Deals keep being handled the same way—and so do the results.

I have also seen the opposite.
Leaders who talk early, put numbers on the table and ask a simple question:
“Which part of our sales system is not being followed here: qualification, follow‑up, proposal or closing?”

They do not look for someone to blame.
They look for clarity.

In consultative sales, the leader’s transparency is an asset.
The team needs to understand what is expected, what works and what must change.
Staying silent to “avoid tension” usually creates more.

Think about your last sales meeting:
did your team leave with more clarity about the sales system, or simply with more pressure?

25/03/2026

Many business owners do not burn out because they work a lot.
They burn out because they are doing work their sales system should already handle.

Your calendar is full of key calls, proposal corrections and “rescue” conversations when a deal stalls.
From the outside, it looks like success.
Inside, you know that if you step back, sales will drop.

That misalignment –between the role you should have and the role you actually play– drains more energy than long hours.

Your body feels it before you admit it:
you struggle to disconnect, you refresh your inbox late at night, and every important contract needs your personal involvement.

The way out is not simply “working less”.
It is building a commercial system that allows you to return to your real role: leading, deciding and growing the business, instead of being in every operation.

If you recognise yourself here, save this post and ask yourself one question this week:
Which part of sales do I still handle that my team could own with the right system in place?

23/03/2026

The difference between a weak and a strong Head of Sales does not show up in the monthly presentation.
It shows up in how they guide the team every week.

In many service businesses, the weak manager changes priorities constantly, reviews the pipeline only at month‑end and corrects each salesperson based on the last crisis.
The result: deals go cold, forecasts are wrong, and the team sells by improvisation.

The strong sales leader does the opposite:
they define a clear funnel, agree with the team on the steps in each stage, and review opportunities calmly before they are lost.

They do not jump in to close everything; they prepare their salespeople to run consultative conversations with clear next steps.

Leading a sales team is not about controlling every move.
It is about giving direction and system so that revenue stops depending only on individual talent.

Do you recognise parts of your own style in these two portraits when you look at your sales team?
If you want to move from “fire‑fighting manager” to “system builder”, send me a message and we can explore it.

20/03/2026

For more than 40 years I have seen the same pattern:
brilliant teams, strong services… and a sales engine that depends on a few people.

I led organisations across Europe, launched global products and worked with teams that had to deliver results quarter after quarter, without burning out the people responsible for them.

The lesson was simple:
when every salesperson operates “in their own style”, the founder lives in fire‑fighter mode.
When the team shares a clear system –how to open conversations, how to qualify, how to advance and close– pressure drops and predictability rises.

Today I work with business owners, managing directors and commercial leaders who want to grow without becoming slaves to sales.
I help them design consultative sales systems and develop teams that sell with structure, not just effort.

If you lead a services business and feel your team could sell much more with a clearer system, this space is for you.
I will share experiences, simple frameworks and questions that help you build a sales model that is more predictable and less dependent on you.

Adresse

Baden
2500

Öffnungszeiten

Montag	08:00 - 20:00
Dienstag	08:00 - 20:00
Mittwoch	08:00 - 20:00
Donnerstag	08:00 - 20:00
Freitag	08:00 - 20:00

Webseite

http://www.thirdaxisleadership.com/, http://www.agustin-ramos.com/

Benachrichtigungen

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