We set up the tools, build the foundation and train your team, or the person who will run it.
A short-term project, typically three months, with one clear goal.
The goal is agreed before anything starts, so there is something to finish and something to measure. For example:
The CRM becomes the place where the selling happens, not a place to report on it afterwards. Built around how your team already works, so they actually use it.
Who your market really is, in data you can work with. Then plays that fire when something changes in it, instead of a list that goes stale in a spreadsheet.
A repeatable way to start conversations with the people who fit, across channels, logged in the CRM and handed to your team to run.
Before anything gets built, we find what is in the way.
We go through the system as it runs today, find what stands between the goal and where you are now, and agree the strategy. Building comes after that, not before.
Two of them, running in client systems today.
This gets read as a reporting problem, so people typically build more dashboards. It is a data entry problem. After every call a rep is asked to update the status, move the stage, set the next task and write down what happened. Four pieces of admin that sell nothing, so they get skipped, and the pipeline stops matching reality within weeks. Another dashboard on top of that only shows you the gap faster.
So the rep fills in one thing: a template with the questions they wanted to ask on the call anyway. Budget, timing, who decides, what happens next. One field on it records the outcome, and that field is the only input the system needs.
What changes. The pipeline is accurate because nobody maintains it by hand. Every deal carries a stage that means something, an owner and a date. The same single answer is what hands a won job to the ERP, so the order is entered once instead of twice.
Even that one field does not have to be typed. The call is recorded and transcribed, a language model pulls the answers out of the transcript into the template, and the rep confirms instead of writing. Everything below the template fires exactly as before.
The confirm step stays. A CRM full of confidently wrong summaries is worse than an empty one.
Open your pipeline and sort by last activity. Every deal that has not moved in two weeks is either dead or being neglected. If the stages are kept by hand, nobody in your company can tell you which.
Asking for a review is somebody’s job that never becomes the urgent thing. When it does happen it happens weeks late, by email, to a customer who has moved on. The people who would leave the best review are the ones you finish with and then never speak to again.
And the moment you offer something in return, it stops being an email and becomes a small logistics problem: who has already had one, how many are left, and what happens when they run out.
What changes. The ask goes out fourteen days after the job is invoiced, not whenever somebody remembers, and it goes out from the CRM so it sits on the customer’s timeline. Every review is traceable to the job that earned it. If you pay for your leads, your review score is part of what those leads cost you.
A public review is one thing worth paying for. Why they chose you is worth more. The same mechanism runs a short survey with a larger voucher, and the answers do not land in a form tool: they land on the customer record as structured fields. What decided it, who else they compared, how they rated the price and the trust, and whether timing or budget was the real constraint.
Twelve months of that is a list of the reasons you win and lose, written by customers rather than by your own team.
The details matter, to make a play like this work fully automatically.
Count the jobs you finished last month and the reviews you received. Then ask who is responsible for the gap. If the answer is a person rather than a process, the gap will be the same size again next month.
Small companies that sell high-ticket, where the selling happens in conversations.
Your people stay in those conversations. The system takes everything around them.
Around ten hours per person per week moved out of admin and back into selling. The CEO can see where revenue comes from, by channel and by rep. Underneath it: the CRM connected to the ERP so an order is entered once, the system setting status, task and owner from one activity template, Google, Meta and TikTok Ads wired into the CRM, booking and review requests automated.
Their first SDR came into a role with a process already behind it. Ad spend is judged on customers won rather than leads generated. Underneath it: a CRM built from scratch, the whole lead flow automated, and a live dashboard from spend through to won customers.
30 minutes on your CRM, your leads, and what happens between them. You leave with a written list of what to fix first.