Sales operating systems

Most firms don't have a strategy problem.

You have a strategy, people who can sell, and a CRM somebody paid a lot of money for. What you don't have is anything connecting them. The strategy lives in a deck. The selling lives in whatever each person worked out alone. The CRM records what already happened. Nothing in the middle tells a rep what good looks like on a Tuesday morning.

That middle layer is what we build, and your business runs on it every day.

What gets built

The sales process itself. The stages, the entry and exit criteria, the questions that have to get answered before a deal moves. Written down, agreed to by the people who have to run it, and specific enough to argue with.

The standard. Scorecards that define what good sounds like inside a conversation, drawn from what your own best people actually do rather than a generic framework. If it can't be practiced and scored, it isn't a standard yet.

The curriculum. Onboarding and ramp, sales and client service training, manager development, certification paths. We build it new where nothing exists and rebuild whatever has stopped working.

The CRM configuration. The process made visible where the work already happens, so the pipeline review is a conversation about behavior rather than a data-entry audit.

Two recent examples

A forty-plus person advisory firm. Grown fast into several teams with nobody holding the middle together. We built the sales operating system and the processes under it. Then we stayed and ran it while the standard took hold.

A large U.S. bank. A learning and development program designed around AI practice rather than bolted onto it. We built the curriculum and the scoring standard, then coordinated senior leadership through execution across the business lines that had to adopt it.

How the engagement runs

Build is a project, not a retainer. It has a defined scope and a defined end, and you own what's built when it's finished. Most builds run eight to sixteen weeks, depending on how much already exists and how many teams have to agree on it.

Most clients keep us on to run it. A system nobody operates decays inside a quarter. That's the Run practice, and it's a separate decision you make after you've seen the build.

What it costs

Build is priced per project. You get a number, not a rate card. Most builds land between eight and sixteen weeks. It depends on how much you already have and how many teams have to agree. You get that number after one conversation, without a paid discovery phase.

If you keep us on to run what we built, that moves to the fractional retainer, which is scoped separately.

Where AI fits

Sometimes it doesn't, and we'll say so. Where it does help, it finds what your best people actually do, faster and across far more conversations than anyone could review by hand. That evidence is what makes the scorecards real instead of theoretical.