When this work is a fit
This fits companies where sales performance depends on the founder remembering every conversation, proposals remain open indefinitely, or closed-won deals create surprises for operations.
Deliverables to define in the scope
- A fit and qualification guide using actual customer patterns and disqualifiers.
- Pipeline stages with entry evidence, exit criteria, next-action rules, and close reasons.
- A proposal and follow-up workflow identifying decisions rather than repeated generic check-ins.
- An accepted sales-to-delivery handoff and a manager review cadence.
How implementation progresses
- Review recent wins, losses, and stalled deals with the people who sold and delivered them.
- Define observable buyer decisions and translate them into a small number of usable stages.
- Pilot the process with active opportunities, then coach the team on the exceptions that appear.
What to bring to a scoping conversation
Bring proposals, deal histories, current CRM reports, and examples of scope disputes. Include the delivery leader so qualification and promised timelines reflect actual operating capacity.
Acceptance and handover
Two sellers should classify the same opportunity similarly and explain the next decision needed. A delivery manager should be able to accept a new customer using the recorded scope and dependencies.
Scope boundaries
A documented process cannot guarantee lead volume or close rates. Establish a baseline and distinguish sales execution problems from demand, offer, pricing, or delivery constraints.
Related implementation resources
Discuss the operating problem
Elixir consulting starts at $5,000 per month, with final pricing based on scope. Bring a recent example, the current workflow, and the person who owns the result to define the appropriate implementation scope.