Founders often sell well because they know the product, the customer, and the history of every account. A new salesperson does not start with that knowledge. The first task is to make it available.
Write down the decisions
Record how you qualify a lead, price a project, and decide whether a customer is a good fit. Include examples of deals you turned down and explain why.
Practice with real situations
Review calls and proposals together, with customer permission where required. Let the salesperson lead while the founder observes. Give specific feedback rather than rewriting everything yourself.
Hand over responsibility gradually
Set clear approval limits and decide which accounts still need the founder. Review pipeline quality and completed sales regularly, then reduce founder involvement as the team becomes more capable.