Our method - the road to success
Installed, not presented.
A month understanding your organisation. A scored evaluation and a scope written for your company alone. Then a six-month build, on-site - because we are not changing a procedure, we are installing a mindset.
01
month of analysis before anyone proposes anything
10
areas of your organisation scored and processed
06
months minimum, so the change has time to hold
0
engagements that end at a handover document
01 - Understanding your objective
Before a single recommendation, a month of listening.
A thorough investigation and interviews with your key stakeholders, to understand the company, the state it is in today and what it is actually trying to become.
One month inside the work, before anyone proposes anything.
We sit on real calls, read closed-won and closed-lost deals, walk the pipeline with the people who carry quota, and map where deals stall, where definitions disagree, and where the founder is still the system.
The analysis approach itself is built out of those conversations. There is no standard questionnaire waiting for you, because the thing worth measuring is different in a company selling enterprise contracts than in one selling self-serve seats.
At the end of the month you receive the findings and the proposed scope of the full project. If you choose to go further, the analysis carries on into the build rather than stopping at the report.
What you hold at the end of month one
- A written diagnosis, not a presentation
- A custom analysis approach, devised from the stakeholder interviews
- Baseline on pipeline coverage, win rate, ramp time and forecast accuracy
- The stage where your deals actually die
- The scope of the full project, priced and sequenced
Yours to keep, whether or not you continue with us.
02 - Analyzing your organization
Ten areas, because sales is never only the sales team.
Deals rarely stall for the reason the pipeline says they do. The analysis is divided into the categories below so the cause is found where it actually sits, not where it happens to show up.
01
Client Persona
02
Current Sales Flow
03
Customer Journey
04
Organizational Structure
05
Jobs & their Descriptions
06
Standard Operating Procedures
07
Activity Listing
08
Management System Analysis
09
Marketing Initiatives
10
Training Review
A rep missing quota can be a hiring problem, a pricing problem or a handover problem. You cannot tell which without looking at all ten.
03 - Evaluating the results
Everything gets scored, then turned into a plan you can argue with.
The evaluation and its presentation take no longer than two weeks. What comes out of it is a project outline written for your company, not a template with your logo on it.
Custom project, custom scope.
Every result from the ten areas is scored and processed, so the order of work is decided by what the evidence says is costing you the most - not by which discipline is easiest to sell.
From that, a project outline and plan: the focus areas, the solutions proposed for each, and a detailed timeline covering the whole engagement end to end.
The full evaluation is supplied to you for your records either way. If the honest answer is that you need something other than a sales build, that is what the document will say.
What the evaluation produces
- All ten areas scored and processed
- A written breakdown of the focus areas
- A proposed solution against each one
- A detailed timeline across the full project
- The complete evaluation, supplied for your records
Presented within two weeks of the analysis closing.
Each step is decided by the one above it. Nothing in the outline appears because it is what we usually build - it is there because a score put it there.
04 - Project outline
Six months, minimum. Anything shorter changes a procedure, not a mindset.
The shape below is how a full engagement runs. The exact spans move with the scope your evaluation produced - what does not move is the sequence, or the fact that we are still there when the results are being tracked.
Project outline
Months 1 - 6
Pre-Analysis
Evaluation and Solution Presentation
Analysis continued
Implementing new technology
Implementing Sales Organizational changes
Implementing Marketing changes
Tracking results and tweaking
Handover
Workstreams overlap on purpose: the org changes start while the technology is still being rolled out, and nothing is handed over until the tracking has already proved it holds.
We do not just change a procedure. We instil a new mindset and a new approach - and that takes six months to settle.
05 - Continuous improvement
Handover is not the end of the relationship.
We consider your company an investment, and we protect our investments - which means staying available until the engine has reached its full potential and maturity, not until the invoice clears.
Markets move, teams change, and the first version of any system meets reality within a quarter.
So the build closes with your team owning the rhythm, and the relationship continues with whatever hands-on support you still want. Some companies keep monthly on-site days; others only want the email line open.
What your team owns at handover
- The weekly pipeline review, run by your own manager
- Stage exit criteria every rep can recite
- A CRM whose numbers leadership actually trusts
- An onboarding path that ramps the next hire
- A named owner for data quality
The test is simple: we leave, and next quarter still works.
What stays available afterwards
- Email consulting
- In person meetings each month
- Go-To-Market strategies
- Training
- Technology advancements and changes
Your success is our success - so we stay reachable long after the build closes.
We do not bill for presence your team no longer needs. We stay reachable because the investment is ours too.
06 - What gets built
Eight disciplines, sequenced by what your evaluation found.
ICP and qualification rules go into routing and CRM stages. Playbooks go into the language reps use on live calls. Not into a folder nobody opens.
Strategy, team, CRM, lead gen, engagement, demo, closing, post-sales.
Cadences, demo structure, negotiation rules and post-sale handoffs get written and enforced where the work happens - inside your tools and inside your week.
You do not have to buy all eight. Which of them you need, and in what order, is exactly what the scored evaluation decides. What you cannot do is skip a step you were told you need and expect the rest of it to hold.
The outline above also carries a marketing workstream. We do not sell marketing as a service, but when the analysis finds that what marketing hands sales is the reason deals stall, changing it is part of the build rather than a recommendation we leave behind.
07 - Boundaries
What this is, and what it is not.
The category matters more than the credentials. Plenty of firms sell adjacent things that look similar on a website.
What we are
- An implementation partner, on-site, inside your office
- Accountable for a working sales function at handover
- Paid a fixed fee against a custom scope agreed in writing
- Measured monthly against a baseline set on day one
What we are not
- A strategy offsite with no installation afterward
- A CRM vendor package that starts with fields and seats
- A short engagement that swaps tools and calls it change
- Outsourced selling that leaves when the contract ends
- A binder of best practices nobody opens again
If the work does not change what a rep does next week, we have not finished.
Alignment
“Your success is our success - so we put money behind it, not just a promise.”
- Reinvested per project
- 20% of our fee
- Engagement model
- Fixed fee, custom scope, on-site
- Analysis
- One month
- Full build
- Six months minimum
- Reported against
- Four agreed numbers
- Ends when
- Your team runs it
See if the method fits.
A short call is enough to tell whether we should spend a month inside your sales engine - or whether you need something else entirely.
The first call is with Ivan Babovic, who founded the firm - not a sales development rep. Thirty minutes, no deck.