Sales consulting

Sell the sales work with the clarity you want their reps to use.

Sales consultants meet founders whose pipeline is a shared inbox and whose forecast is a mood. The proposal should say which conversations will change, and what the pipeline will show at the end that it does not show now.

The forecast is a mood

Describe the current forecast in their words. A Monday meeting where everyone says a deal is 'looking good'. A CRM nobody updates because updating it feels like admin for the founder's anxiety. A proposal that skips this and jumps to a methodology name will be filed with the last training.

Name the segment. New business into a specific buyer is not the same engagement as saving renewals, and it is not the same as hiring the first salesperson. If you take all three, you will be blamed for the one you barely touched.

Which conversations change

The outcome is a conversation the team can repeat: how a deal enters the pipeline, what must be true before a price is sent, and who can discount. Write those rules as the result, not as an appendix of slides. The client is buying behavior on live deals during the timeline.

Do not promise revenue. Promise a pipeline that can be inspected. If a number is in the outcome, it should be a number they control, such as stage definitions used on every open deal, not a closed-won target that depends on their market.