Sales (Re)structuring & Selection

Usually not. We start by looking at who fits where in the new process — someone who disappoints as a hunter often turns out to be strong at follow-up and account work. Only when a person still cannot carry the conversations after training does it become a staffing question, and we put that openly on the table with the directors rather than burying it in a report.

Either works. We write the role profile, define what we test for and run the selection conversations — or we set the track up and your own recruiter runs it. What we do not do is forward a stack of CVs: candidates only reach your table after a calling block, an objection and a preparation task whose results we have seen.

Because the stages have definitions, you can see where things stall instead of arguing about who should work harder. If opportunities pile up between first conversation and proposal, that is where the problem sits — not at the top of the funnel. We hold that conversation weekly with the same numbers on the table, so adjusting course is a decision rather than a feeling.

During the diagnosis, mostly from the directors and the reps themselves: sitting in, reviewing deals, a handful of sessions. During the build, the weight sits with us. Selection asks time from you again, because you run the final round — you are the one who will work with these people. After that it is mainly the weekly rhythm, which replaces meetings you already hold.