Goals, strategy and what’s in the way
Where the number needs to go, what the board expects, what has been tried, and what is blocking progress.
How it starts
How a project gets going
The same rhythm every time – no slide decks, a schedule that's kept. Conversations on four levels, one backlog, and changes that run inside your existing routines.
The first six months
From first conversation to an operation that runs itself.
Weeks 1–2
Listen and align
Conversations on four levels, one prioritized backlog. Everyone who spoke agrees on the list and the order.
You now have- An honest map of your GTM operation
- A backlog your team owns
Month 1
First agent live
The first measurable change ships in your routines. The operating model is built underneath it.
You now have- First agent producing value in 30 days
- A CRM that starts filling itself
Months 2–3
One change at a time
Each change carries a number. The next starts when the previous sticks. Month 3 closes with a review.
You now have- A forecast you can read
- Conversion numbers moving
Months 4–6
Scale what works
Proven plays roll out across the team, ownership moves inside your organization.
You now have- An operation that runs without me
- A model that compounds
First, conversations on four levels
It starts by listening on four levels.
The sales operating model
How selling runs today: needs, pain points and the opportunities the team already sees but nobody has picked up.
The state of data and process
The current state of the CRM, data quality and processes: what an agent could already trust, and what it can’t.
Tools and compliance
The tools you already have, what can be reused, and the compliance and data-policy boundaries agents must respect from day one.
Then: one backlog
A proposed prioritization. Everyone onboard.
The conversations become a backlog with a proposed prioritization. I walk it through with everyone who spoke. Nothing moves to execution before the people doing the work agree the list is right and the order is right.
And an agreed cadence
Changes run inside the routines you already have.
We agree a shared operating model and a cadence for making changes. Two rules keep it light:
One measurable change at a time
Every change carries a number. The next one starts when the previous one sticks.
Avoid new meetings
The work attaches to existing routines, so the change doesn’t load the organization.
Daily build
My work: preparing the next change, how it ships into the team’s practice and gets documented.
Sales team weekly
What changes next, how the latest change has performed, and the team’s feedback and support needs.
Leadership weekly
What has changed, the impact on the numbers, decisions and blockers.
Board meeting
Impact on the number and the next investment decision.
Two ways this starts
Pick the one that looks like your Monday.
“We don’t get enough meetings.”
8 M€ expert firm · CEO still sells · no SDR functionThe operation first
A defined prospecting motion: one segment, clear qualification criteria and stage definitions, so there’s a system for agents to work in.
First agents
A meeting-notes agent (B1) turns every customer conversation into CRM data. No typing. Then a signal-based prospecting agent (A2) works that one segment, with a human approving every message before send.
Value, first 30 days
A steady stream of booked discovery calls (~35 % hit rate from chosen prospect to conversation in 5 days), CRM coverage past 90 %, and the CEO’s calendar back.
In your routines
One of these, please →
Sales team weekly opens with one number: discoveries booked vs. target. Leadership weekly tracks the same number plus blockers. No new meetings.
“Pipeline is full, but nothing closes.”
30 M€ B2B firm · 8 AEs · forecast lives in a spreadsheetThe operation first
Shared stage definitions and a next-step rule on every deal: the forecast gets a foundation before any dashboard is built.
First agents
The meeting-notes agent (B1) fills the CRM from conversations, and a live sales picture (D2) replaces the spreadsheet. Then a deal-scoring agent (D1) flags the deals that are drifting.
Value, first 60 days
A forecast the board can read, with accuracy climbing toward 90 %. Every deal has a next step, and closing-week surprises get caught weeks earlier.
In your routines
One of these, please →
The sales picture (D2) becomes the agenda of your existing sales team weekly. The board pack pulls from the same live numbers. The reporting exercise disappears.
Neither looks like your Monday? Tell me what does.
45 minutes is enough to see if this would help your situation.
Book 45 min →
rami@rhirvela.com