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Three ways to improve sales performance.

Which one fits depends on what is constraining performance. We work that out first.

Programmes start in the low five figures. Scope depends on team size, the constraint we find and how much of the work your managers carry.
For sales teams

Sales Performance Accelerator

For seller performance, opportunity quality, conversion and disciplined execution.

Who it's for
Sales teams where effort is high but results are inconsistent and too few sellers reach target.
Commercial shape
Three to four month programme.
Typical problems
  • Too few sellers consistently hitting target
  • Opportunities progress slowly or stall late
  • Qualification is inconsistent between sellers
  • Forecasts move without warning
What changes
  • Sellers qualify harder and earlier
  • Opportunity plans built around real deals
  • A common language for how the team sells
  • Managers reinforce the same standards weekly
Commercial measures
  • Target attainment
  • Win rate
  • Pipeline quality
  • Deal value
What does this look like in practice?
Time from your team
Around half a day per seller across the programme, plus a weekly coaching slot with their manager. Sessions are scheduled around selling time.
The first thirty days
Diagnosis, a findings session with leadership, and the first workshop. Sellers are working on live opportunities from week one.
What you keep
Qualification criteria, opportunity plans, a call and meeting framework, and the manager coaching cadence that reinforces them.
If you already run a method
We work inside it. MEDDIC, Challenger, SPIN or your own framework stays; the work is making it happen consistently rather than replacing it.
For sales managers

Sales Manager Accelerator

For frontline managers who need to coach, reinforce sales standards and drive consistent team performance.

Who it's for
Frontline sales managers, particularly those recently promoted from a selling role.
Commercial shape
Cohort programme, run alongside the normal management rhythm.
Typical problems
  • Managers spend more time reporting than coaching
  • Coaching is inconsistent or avoided
  • Pipeline reviews become status updates
  • Strong sellers promoted without management support
What changes
  • A clear weekly coaching rhythm
  • Deal and pipeline reviews that change outcomes
  • Consistent standards across teams and regions
  • Performance conversations that are specific
Commercial measures
  • Team attainment spread
  • Coaching frequency and quality
  • Forecast accuracy
  • Seller ramp time
What does this look like in practice?
Time from your team
Cohort sessions plus a one-to-one for each manager. Built into the existing management rhythm rather than added on top of it.
The first thirty days
We observe real pipeline reviews and deal conversations before changing anything, then agree the coaching standard with your sales leadership.
What you keep
A weekly coaching rhythm, a deal review structure, and a shared standard for what good looks like across teams and regions.
If you already run a method
Managers are coached to reinforce your framework, not a new one. Where the framework is the problem, we say so.
Ongoing partnership

Revenue Enablement Partnership

Ongoing enablement support for organisations that need structured capability without immediately building an internal team.

Who it's for
Businesses with clear commercial priorities but no internal enablement function.
Commercial shape
Monthly retainer, usually on a three to six month minimum.
Typical problems
  • No internal enablement capability
  • New joiners take too long to become productive
  • CRM and process adoption is poor
  • Commercial priorities do not reach the frontline
What changes
  • A planned enablement calendar rather than reactive requests
  • Onboarding that shortens ramp time
  • Playbooks people actually use
  • Adoption measured, not assumed
Commercial measures
  • Ramp time
  • CRM and process adoption
  • Pipeline created
  • Revenue predictability
What does this look like in practice?
Time from your team
A standing session with sales leadership, plus access to managers and sellers as each piece of work requires it.
The first thirty days
A review of what enablement already exists, then an agreed calendar for the quarter so the work is planned rather than reactive.
What you keep
Onboarding material, playbooks, process documentation and an adoption measure for each, all owned by you.
If you already run a method
The partnership makes an existing method land. Nothing is replaced without evidence that it is holding performance back.

Practical questions.

How does an engagement usually start?

With a short exploratory conversation. If there is a fit, we scope a diagnostic or a programme and confirm it in one written proposal covering scope, delivery, responsibilities, timescales and investment.

Do we have to buy the diagnostic first?

No. It is the right starting point when the cause of underperformance is unclear, which is common. Where the constraint is already well evidenced, we can go straight to the intervention.

What does it cost?

Programmes start in the low five figures. The number depends on the size of the team, the constraint we find and how much of the delivery your own managers carry, so it is scoped after the conversation rather than quoted from a price list. If the budget available is well below that, say so early and we will tell you honestly whether there is a sensible way to help.

How is delivery handled?

Remote or onsite, scheduled around selling time. Sessions are built around live opportunities and real pipeline rather than generic case material.

Who do we actually work with?

James directly. Engagements are deliberately limited in number so that senior involvement is real rather than nominal.

Can you work with our procurement process?

Yes. We provide a written proposal, accept purchase orders, invoice against agreed milestones and can complete standard supplier onboarding and insurance documentation.

How is success measured?

Through commercial measures agreed at the outset, such as target attainment, pipeline created, win rate, deal value or cycle length, alongside observable behaviour change in sellers and managers.

Not sure which one you need?

Neither are we, until we understand the problem. Start there.

Book a Performance Conversation