Sales team development
Training, management and accountability that turn individual effort into a team that produces predictable results.
Very few sales problems are caused by people who cannot sell.
Far more often nobody has agreed what good activity looks like, nobody reviews the pipeline properly, and nobody has an honest conversation when the numbers slip.
We put the standards, rhythm and coaching in place, then work alongside the team until the discipline is theirs rather than ours.
Practical training on qualifying, questioning, quoting, negotiating and closing. Not theatre.
Standards, one-to-ones, targets and accountability so performance is managed, not hoped for.
Joint visits and call coaching, where habits actually change.
Activity, conversion, average order value and win rate — tracked per person, not just per month.
Defining the role, sifting the right people and onboarding them so they sell sooner.
Getting the business to a point where selling no longer depends on the owner.
Frequently. Many businesses have capable salespeople who have never been given targets, standards or a one-to-one. Putting that structure in place is usually the fastest gain available.
Very little of it. Some sessions are structured, but most of the change comes from joint visits, call reviews and pipeline meetings using your own live opportunities.
Yes. Where there is no sales manager, we often run the rhythm — targets, reviews, accountability — until the business is ready to appoint someone.
Evidence
UK Market Entry
A Scandinavian glass manufacturer wanted to sell into the UK for the first time. There was no presence, no customers and no distribution to build on.
0 → UK Market entered from no prior presence
Distributor Development
A German balustrade manufacturer needed a route into the UK. Distribution alone was not the answer — the distributors had to be found, onboarded, trained and then supported in selling.
5 UK distributors established
Business Development
A major UK balustrade supplier was well established elsewhere in the UK but thin on the ground across the northern territories. Growth there needed direct commercial activity.
We start by looking at what your salespeople actually do each week, and what the numbers say about it.
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