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Two tracks, equal importance

Choose the intervention that matches the sales operation you have today.

Both tracks are hands-on, built around current opportunities and designed to leave the company with a stronger operating system. The difference is the constraint being addressed.

Sales Engine BuildFor sales operations still centred on the founder Sales Team PerformanceFor existing teams with inconsistent execution
Sales Engine Build

Transfer the way your company sells into a working system

The founder may still be the strongest salesperson, but critical knowledge, judgement and relationships remain difficult to transfer. This engagement creates the process, structure and operating rhythm needed to delegate responsibly and grow beyond individual effort.

Best fit

  • The founder still manages most qualified opportunities
  • Sales knowledge lives largely in one person’s head
  • The pipeline is active but difficult to manage or forecast
  • The company is preparing to delegate or hire

Common symptoms

  • Important deals slow down when the founder is unavailable
  • CRM stages do not reflect how deals actually progress
  • Qualification relies on instinct rather than shared criteria
  • New sales hires lack a clear operating model

Engagement includes

  • Pipeline and commercial-process diagnosis
  • Qualification and deal-stage design
  • CRM and pipeline system configured around the operating rhythm
  • Role clarity, responsibilities and first-hire profile
  • Weekly work on active opportunities

Tangible outputs

  • A practical sales process tied to real deals
  • Clear stage definitions and exit criteria
  • A repeatable deal-review cadence
  • A documented playbook covering process, qualification and roles
  • A structured handover or continued support plan

Client participation

The founder or commercial leader remains directly involved. Access to current opportunities, CRM data and relevant sales conversations is required to build a system that reflects the company’s actual market.

Outside scope

This is not outsourced lead generation, a CRM software implementation project or a promise to remove the founder from every strategic deal. The objective is deliberate involvement rather than unavoidable dependence.

Use this track when the immediate constraint is the company’s ability to transfer, manage and repeat the way it already wins business.

Discuss Sales Engine Build
Sales Team Performance

Improve how the team progresses complex opportunities

A team is already in place, but execution varies across people and deals. This engagement identifies where opportunities are losing momentum, then improves the behaviours, deal strategy and operating discipline behind performance.

Best fit

  • A sales team is active but conversion is inconsistent
  • Qualified deals remain stalled without a credible next step
  • Forecasts change late or repeatedly miss
  • Managers lack a consistent coaching and review approach

Common symptoms

  • Discovery stays at a feature or requirement level
  • Qualification standards differ by salesperson
  • Stakeholder coverage and deal strategy are weak
  • Follow-up actions do not create real commitment
  • New hires take too long to become productive

Engagement includes

  • Deal-execution and capability baseline
  • Weekly reviews of active opportunities
  • Discovery, qualification and next-step improvement
  • Role-play based on current sales situations
  • Manager coaching and a consistent review cadence

Tangible outputs

  • Clear visibility into recurring execution gaps
  • More rigorous opportunity plans and next steps
  • A consistent deal-review structure
  • Targeted development priorities by salesperson
  • A documented team playbook

Client participation

Sales leadership must participate in the baseline, provide access to current opportunities and reinforce the agreed operating rhythm. Reps are expected to apply changes between sessions on active deals.

Outside scope

This is not a motivational training programme or a replacement for day-to-day sales management. The work is designed to improve execution through current opportunities, manager involvement and measurable operating changes.

Use this track when the immediate constraint is the team’s ability to qualify, progress and close complex opportunities consistently.

Discuss Sales Team Performance
At a glance

Different constraints, one operating philosophy

Both tracks use active opportunities as the working environment. The baseline, participants and outputs change according to the commercial situation.

Dimension
Sales Engine Build
Sales Team Performance
Primary constraint
Sales knowledge and execution remain concentrated in the founder
An existing team executes inconsistently across deals
Primary participants
Founder, CEO or commercial leader
Sales leader, managers and salespeople
Baseline
Process, pipeline, roles and commercial structure
Deal execution, process consistency and capabilities
Core outcome
A manageable, transferable sales operating system
More consistent opportunity progression and team execution

Unsure which constraint matters most?

The first conversation looks at the current pipeline, operating structure and sales behaviour. The situation determines the right track, including cases where elements of both are relevant.

Send me your situation