The founder thought it was a closing problem.

What the business needed.

With a 71-day sales cycle at around €1.8M revenue, the founder was concerned about the performance of the sales team. A trainer had been booked, and replacing two of three reps was under consideration. Before making those changes, the engagement looked at what the reps were being asked to sell and to whom.

Where progress was getting stuck.

Every inquiry received a full demo, including companies too small for the offer to make commercial sense. Without written qualification criteria or clear stage exits, those opportunities stayed in the process and absorbed time. Smaller buyers also had no suitable way to purchase without going through a full sales conversation.

How I helped.

• I introduced qualification before a full demo, with clear criteria to help the team decide where its time would be useful.
• I defined what needed to be true for a deal to move forward, so unsuitable opportunities could leave the pipeline earlier.
• I designed a self-serve entry offer for smaller companies and a content approach that helped prospective buyers assess fit. The product design was completed; its build remained with the client’s team.

What changed for the business.

Over the two quarters, the sales cycle shortened to 44 days and rep capacity increased around 30%, with no additional hires. Approximately €290K of previously delayed pipeline closed within the quarter. All three reps stayed, with more of their time available for buyers who suited the main offer.

The €290K describes revenue brought forward from delayed opportunities, rather than entirely new demand.

Where I took responsibility.

I designed the qualification logic, stage criteria and self-serve product scope, and set the content direction. A designer and content specialist produced material to my briefs, while the client’s team owned the product build. My responsibility was the commercial design and the direction of that work.

Could this help your business?

If your salespeople are busy but deals move slowly, look at who enters the process and how much attention each buyer needs. I can help you distinguish a sales-performance issue from a qualification or offer problem, then give the team a more workable way to sell.