Ask people how they feel about being sold to and the answers are rarely enthusiastic.
The problem is familiar. Buyers brace for pressure. Salespeople are taught to overcome objections. Somewhere between the pitch and the close, two people who might have legitimate reasons to work together can begin behaving as though they are on opposing sides.
Shirit Oren believes much of that tension comes from how sales itself has been framed.
The former Vice President of Sales at Uber Freight has spent her career inside complex commercial conversations. In 2024, she landed a billion dollar deal, an experience that became a defining example of an approach she now calls the Invisible YES Framework.
Today, through Shirit Oren Consulting, she teaches sales professionals to think less about convincing someone to buy and more about helping them reach an outcome.
“People don’t buy products, they buy outcomes,” Oren says.
Where Sales Conversations Go Wrong
There is nothing inherently uncomfortable about solving a problem for someone. The discomfort often enters when the seller becomes more focused on completing the transaction than understanding the person making the decision.
Oren approaches that problem by treating selling as a service.
It sounds simple. In practice, it asks salespeople to rethink some deeply established habits. Instead of beginning with what they want to sell, they need to understand what the buyer wants to accomplish. Instead of treating objections as barriers to defeat, they can examine what those concerns reveal.
That creates room for a different kind of conversation.
A buyer may still say no. A solution may genuinely be wrong for the situation. But Oren’s philosophy is that when both parties can speak openly about the desired outcome, there is a better foundation for determining whether a real partnership exists.
A Framework Shaped by Experience
Oren traces the Invisible YES Framework to principles she used while working at Uber Freight, including during the billion dollar deal she secured in 2024.
The size of that agreement makes it an obvious career milestone. Its significance to her current work, however, lies in what happened before the agreement was reached.
Complex deals demand more than product knowledge. Buyers have their own pressures, priorities, questions, and expectations. The salesperson has to understand those realities well enough to connect a proposed solution with a meaningful business result.
That requires communication. It also requires trust.
Oren came to see those skills as teachable rather than instinctive, which eventually led her to bring the approach into her consulting work.
Making Sales Feel Like Service
Through Shirit Oren Consulting, she now works with companies on revenue growth through keynote speaking, sales training, and executive coaching.
Her focus extends beyond individual selling techniques. How teams communicate internally matters. So does the way leaders define successful selling and the behaviors they reward.
If salespeople are measured only by the close, pressure can easily become the dominant language of the job. Oren offers another lens: revenue can be pursued while still treating the buyer’s interests seriously.
That does not make sales passive. It makes the salesperson responsible for understanding the value being created.
For professionals who dislike selling because it feels manipulative, that distinction could matter.
Oren is taking one of the largest achievements of her corporate career and using it to make a broader argument about the profession. Selling does not have to feel like something being done to a buyer.
At its best, she believes, it can be something built with them.
Learn More
Learn more about Shirit Oren, the Invisible YES Framework, sales training, executive coaching, and speaking at Shirit Oren’s official website or follow @shirit_oren on Instagram.