A manager with ten reps and forty live deals reviews each deal once every week or two, if the calendar cooperates. Between reviews, reps make calls, draft emails, and answer objections with nobody watching. The gap is not a training gap. It is a coverage gap: no manager can be in every call.
The instinct is to add more reviews. That does not scale, it just moves the ceiling. Ten reps becomes twenty, forty deals becomes eighty, and the review cadence dilutes further with every hire. Coaching that only happens on a schedule caps out at exactly the size of the calendar, not the size of the team.
The fix is not replacing the manager. It is closing the gap between reviews: a coach present at the moment a rep is actually stuck, not two weeks later when the deal has already drifted. Most of what goes wrong in a deal happens in the small moments no review ever sees, an objection fumbled at 4pm, a follow-up email sent without a clear next step.
A manager's judgment still runs the team. A coach available in the moment just means the team is not left alone in the hours between reviews, which is most of the hours there are.