Your sales system
already exists.
It just lives in your head.
In ninety days it lives in your company.
You built it. You can run it in your sleep. The problem is that nobody else can run it at all — which means every deal that matters still routes through the one person in the company who cannot be replaced, coached, or cloned.
We build it out of your head and into the business.
Written down, measured, staffed, and run by somebody who is not you.
You cannot tell whether it is the rep, or you
You have been paying that person for months. Every decision about sales gets made on memory and gut feel — including the decisions about people.
- No record of how many calls went out, or how many turned into meetings
- No written process for how a sale is supposed to go
- No regular meeting where any of it gets looked at
- No way to see where deals actually fall apart
So the question sits there unanswered, month after month, while the cost of it compounds.
“The sales team’s performance was less than stellar, to say the least. And it was rough because I didn’t know why.”
The only person who could build the thing that would answer that question is the same person already selling, delivering, and running the company. That is you. That is why it never gets built.
Results
Hiring and interview counts are all time, across every engagement. Call reviews and handoff items are standard scope on a 90-day build. Revenue and return figures are gone: your leads, offer, and fulfillment drive outcomes we do not control.
Six steps. The order is the reason it works.
We put the numbers in place. A scorecard for each person, a short daily meeting, a weekly one on one, and a review of your recorded calls. For the first time you can see what is actually happening in your sales.
Now the numbers answer the question you have been stuck on. Is it the rep, is it you, or was there never a process to follow.
Anyone who will not work the system goes. Log their activity, hit their numbers, take the coaching, or they are not the right person in the seat.
You personally work the open opportunities and close deals. So the number you hold a rep to is a number you have hit yourself.
Pay plan, job posting, screening, interview scripts, onboarding, ramp up. Your next hire becomes a process instead of a coin flip.
We train your leader to run the daily meeting, the one on ones, and the call reviews. You own all of it, in your accounts, running with your people.
You cannot judge your people until you can see the numbers. And you cannot hold someone to a number you have never hit yourself. That second part is the one nobody else will tell you, and it is the reason step four exists.
What gets installed
Four builds, done with you, not for you.
Numbers on every person, twenty-plus calls reviewed against a rubric, your comp and CRM audited. Day 28 you get it in writing, rep by rep.
KPIs for every revenue role, a daily huddle, a weekly one-on-one, and every open deal carrying a next step and a date.
Scripts, sales process, comp documented against your margins, CRM configured, and a call review standard anyone on your team can apply.
A hiring process you own, a named person other than you running the week, an operating manual, and a twelve-item checklist we sign off together.
- Full sales process discovery and CRM audit
- Comp plan review against your unit economics
- Call reviews and funnel math on every rep
- KPIs, daily huddle, weekly one on ones and pipeline rules, installed and running
- A written verdict on every person in a sales seat
- Exit or improvement scripts, plus what to say to the rest of the team
- Scripts and follow up sequences written for your offer
- Confirmation and no-show sequences, so booked calls get attended
- Weekly working sessions with us for the full ninety days
- Group coaching calls and Slack access between sessions
- The complete recruiting machine, built for you and taught to you
- Role profile, pay plan, job posting and screening questionnaire
- Phone screen, culture and skill interview scripts
- Onboarding plan and a 30, 60, 90 day ramp
- Your sales rep playbook
- Leader training, the handoff, and your operating manual
Who this is for, and who it is not
We would rather tell you no now than take your money and tell you later.
- You have somebody selling who isn’t you.One rep is enough. There has to be a person for us to render a verdict on.
- You can’t say whether they’re the problem.Not because you haven’t thought about it. Because nothing is being measured.
- You’ll sell it yourself for ninety days.This is the part most owners can’t do. It is also the reason it works.
- You decide.No committee, no board, no partner who has to be talked round.
Founder led, roughly $1M and up, with leads already coming in.
- You want sales taken off your plate entirely.That is a different service, and it costs several times more.
- Nobody is in a sales seat yet.There is nothing to install a system into. Come back when you have hired.
- Your real problem is lead volume.We fix what happens after the lead arrives. If they are not arriving, we are the wrong call.
- You want a revenue guarantee.We do not give them, and we do not work on commission or revenue share.
If what is broken is your offer or your delivery rather than your selling, we will tell you on the call.
We install the system and teach you to manage. This is the thing that changed about how we work, and it is deliberate.
We fix what happens after the lead arrives. If your real problem is not enough leads, we are the wrong call and we will tell you that.
You sell. That is step four, and it is not optional.
Four systems we installed
A $1M manufacturer, flat year over year, with a first sales rep five months in who had produced about $2,000 against $20,000 spent. Nobody could say whether the problem was the rep or the owner. We installed the numbers first. Daily huddles by day 7; by day 14 the owner had her own answer, in her own words. Then she sold inside the new system herself.
We built the sales team, then trained an internal leader to take it over, and the engagement ended by graduation rather than by attrition. It is the only engagement in our history that proves the ending works. It also took us over a year, because we were inventing it as we went. Everything we learned there is why the current version is 90 days.
A coaching company running paid acquisition into booked consults. We installed the measurement first: lead scoring built into their own HubSpot so leads could actually be graded, scorecards for every rep, and a weekly reporting cadence the owner reads instead of guesses at. Then we built the hiring process and staffed into it.
Zach was the bottleneck in his own business: closing, coaching, and running the team at once. We built his closer’s script out of their own recorded calls, installed an enrollment rule that held the line on payment before paperwork, and moved the client work onto a director he named internally. He went from running every meeting to watching his team run theirs.
You have a whole lot more to lose by not working with them than you do by working with them.
Zach Hesterberg, Founder, PaidEvents.com
What we promise, and what we never will
- The work gets built
- Your team is running it before we leave
- You own everything, in your accounts
- We will tell you if your sales team is not actually your problem
- There is an end date in the agreement
- A revenue number, a percentage, or a multiple
- A close rate improvement
- That you will never have to hire again
- That a specific person will work out
- A return on investment figure, or a payback period
Twelve items on the handoff checklist, every one of them observable by you rather than claimed by us. If they are not all signed off at day ninety, we keep working until they are, at no additional cost.
The only thing that moves that date is you. If the build is waiting on your decisions, your calls, or your calendar, the clock waits with it — and we will tell you the week it starts happening, not at the end.
A new rep in the seat by day ninety depends on the hiring market and how fast you decide. If we clear someone in month one, the replacement often starts in month four. That is the correct outcome of doing things in the right order — and we tell you now, not at day ninety.
What you have, and when you have it
Seven checkpoints. Each one is something you can see, not something we say.
Day 7You finally see it
- Every deal you have, pulled out of wherever it lives today, and what is actually in there
- How a sale really works in your business right now, start to finish, written down
- What you pay your salespeople, checked against what you actually make on a sale
Day 15The system is running
- The full audit in writing and walked through live: the numbers on each person, what we heard on their calls, where deals are dying
- The numbers each person gets measured on
- A fifteen minute daily huddle, running five days straight
- A weekly one on one, run twice
- One clear rule for what counts as a real deal and what does not
- A next step and a date on every open deal
- How to tell in week two whether you are going to hit the month
Day 30You know who can sell
- A straight answer, in writing, on every person selling for you
- A simple scorecard for grading a sales call
- A decision on each person: keep and coach, thirty days to fix it, or let them go
- If someone is going: what to say, how to end it cleanly, and what to tell the rest of the team
Day 45The right people are in the seats
- The exit is done, or the thirty day standard is running with a deadline on it
- Every real opportunity pulled back before anyone walks out with it
- A script for your offer
- A follow up system, so nobody on your team ever sends “just checking in” again
- The messages that get people to actually show up to the calls they book
- Time on your calendar that is only for selling
Day 60You have done it yourself
- You have personally closed business using the system, and you can say the number out loud
- A written description of exactly who you are hiring, and what they get paid
- The job posting, live
- Screening questions out, and a ranked list of who is worth your time
Day 75Your next hire is a process, not a gamble
- All three interviews scripted: the phone screen, the culture fit, and the skills test
- A first week plan and a 30, 60, 90 day ramp, built against the number you hit yourself
- Your sales playbook. One document a new person reads in week one and knows the job
Day 90It is yours
- Someone other than you running the meetings, and they have already done it with us out of the room
- Everything written down in one place
- A plan for the next ninety days
- The handoff checklist, signed
Ninety days installs the system and the person who runs it. It does not guarantee a filled seat — clearing someone in month one often means the replacement starts in month four. We tell you which one you are before you sign, not after.
