One engagement in two phases. Build has the system running in a few weeks: four levels of conversation, one backlog, five weekly workshops. Run keeps it compounding from there.
Conversations on four levels: strategy and what the owners expect, the sales operating model, the state of your data, and your stack with the rules it runs under.
One workshop a week. Each week's decisions are built into the system that same week, on the tools you already own.
The new way of working goes into the weekly routines and is made to stick. Each change carries a number.
The first system-sourced conversations turn into deals. Won and lost deals are analysed, and the learning goes back into targeting and messaging.
Where the number needs to go and by when, what the board and the owners expect from it, what has been tried before, and what is blocking progress today. The strategy sets the target the system is built against.
How selling runs today: needs, pain points and the opportunities the team already sees but nobody has picked up.
The current state of the CRM, data quality and processes: what an agent could already trust, and what it can't.
The tools you already own and which of them get reused, plus the compliance, security and data-policy boundaries the agents must respect. These are mapped before the build, not discovered during it.
Nothing gets built outside your own stack or outside the rules it runs under. What already works is reused; only what is missing gets added.
The conversations become a backlog with a proposed prioritization, weighed against the targets leadership set. I walk it through with everyone who spoke. Nothing moves into the workshops before the people doing the work agree the list is right and the order is right.
In the room: the people who make the decisions and the people who live with them. One workshop a week, and the system gets built alongside on the tools you already own.
Who you sell to and why you: the ideal customer, a sharper offer, and a differentiation your sellers can say out loud and your customers will remember.
The ICP in machine-readable form: the target market and account lists that prospecting and signals are tuned against.
How the right companies are found at the right moment and how they are opened: signals, channels, message angles and cadence — plus the rules of who does what.
A signal-based prospecting engine: signal detection, enrichment and sequences in the chosen channels — first openers go out the same week.
Stages, qualification and next-step rules: how conversations move towards a deal instead of stalling — and how every deal always has a next step.
The sales process in the CRM: stage definitions, qualification, and conversations captured as data — a pipeline you can manage and forecast.
How you grow from the customers you already have: cross-sell opportunities, account routines, and how signals from delivery turn into sales.
Cross-sell and delivery signals: triggers from existing accounts straight into the sales team's work queue.
What the machine does and what people do: where agents sit in the process, what a seller's week looks like, and the routines the system is run with. People do people stuff, machines do the rest.
Agents wired into the routines and a metrics view for leadership: who does what, what the machine handles automatically, and which numbers tell the story.
By the time the fifth workshop ends, the system is already standing — not a plan waiting for implementation, but a live pipeline with the first signal-sourced conversations under way.
Once the workshops end, the work moves into your existing rhythm. Two rules keep it light:
Every change carries a number. The next one starts when the previous one sticks.
The weekly workshop is the only thing that goes into your calendar, and it stops at week five. From there the work happens in the meetings you already hold.
My work: preparing the next change, how it ships into the team's practice and gets documented.
What changes next, how the latest change has performed, and the team's feedback and support needs.
What has changed, the impact on the numbers, decisions and blockers.
Impact on the number and the next investment decision.
The system has been live for weeks, but the prospects it sourced are only now turning into deals. Run is the phase where that comes back into the machine:
Won and lost deals sharpen the targeting and the message. The machine gets better at finding your buyers, not just faster at contacting them.
The routines, the playbook and the agents are yours and documented as they are built. By day 180 the model runs whether I am in the room or not.
Forty-five minutes with leadership is enough to see the shape of it and lock the scope.