What we measure on real projects, and what market research shows. No sign-up, no email, no “leave your details to get the file”. Read it and do it yourself.
Four services sold under one word, priced out: training, outsourcing at a percentage of revenue, a head of sales at UAH 91,500 a month, and consulting.
Read →Four models of a sales team and the point where each one breaks. One number per role, the arithmetic behind headcount, and the moment a head of sales appears.
Read →Six blocks of work, four things never included, and an open price: from $1500 a month from three months. Plus a checklist for vetting a provider before you pay.
Read →The order a sales team gets built in: three numbers before you hire, the customer path, one page of rules, the first rep, and when to take a second.
Read →Quota gets missed for one of four reasons, and each one is fixed differently. How to find yours in an evening, without asking anyone.
Read →One or two places in a funnel take most of the losses. How to find them without an analyst and without new software.
Read →Three levers move conversion faster than anything else, and none of them needs new hires or new budget.
Read →Six zones and 28 checks in the format «how to check it — what a bad answer means». A running order for one evening, and the three lines you walk out with.
Read →A ready prompt that pulls the money-losing moments out of a transcript. What it gives you, what it does not, and how to avoid a confident invention.
Read →A model plays a difficult customer well and teaches selling badly. How to use the first and not rely on the second.
Read →Before deciding about a person, rule out three things that look like a weak rep and are not.
Read →The three parts of a comp plan, the proportions that work, and a scheme that produced 15% conversion at a $2000 deal size. Plus the usual mistakes.
Read →Why experienced sellers are not always better, how a test conversation is set up, and what a recording plus a scoring sheet gives you.
Read →A profile describes conditions and requirements you can verify. What belongs in it and what has no place there.
Read →The structure of a job ad that brings applications, and four things that stop strong candidates applying at all.
Read →Ten questions a candidate answers with facts, and two questions that are not worth asking.
Read →A week-by-week onboarding plan, what the person should be able to do at the end of each week, and why new reps fail to reach results.
Read →The five stages of a conversation, the typical mistake at each, and how to teach on your own recordings.
Read →The order of moves on an objection, why hard closing fails at mid and high deal sizes, and how to drill it every week.
Read →How a job description differs from a set of rules, the seven blocks it needs, and how to stop it lying dead in a folder.
Read →The signs your head of sales can no longer keep up, what a team lead does, and the main mistake made when appointing one.
Read →Five areas of responsibility, the numbers to judge the role by, and why an owner cannot run the sales team for long.
Read →The structure of a thirty-minute meeting, three questions that work, and why a talk about results with no numbers goes nowhere.
Read →The average business replies to an enquiry after 42 hours. The one who replies in five minutes closes two and a half times more. How to measure yours.
Read →Eight sales in ten close on the fifth touch or later. The average won deal takes 8.4. Reps stop earlier, and that is where the money sits.
Read →The median B2B cycle is 84 days, and it has grown 22% in three years. What is normal for your deal size, and what exactly stretches it.
Read →The same company in the same month has a conversion rate of 7% and of 12%, depending on what you count as an enquiry and what you count as a sale. Our working definitions.
Read →Having data and attractive charts is not the same as having control. What is missing is a fixed logic between metrics and decisions. How to build it.
Read →Three ways to decompose a headline metric, the tests a component and a driver must pass, and six criteria for deciding what to fix first.
Read →A vanity metric creates a feeling of progress and suggests no action. An eight-question test, and how to cure a metric and keep it.
Read →Eight questions that rule out unfit candidates, and one rule about speed: a metric slower than your planning horizon cannot be the key one.
Read →Why the median is more honest than the mean, which three ways of lifting the average deal work in a sales team, and what goes wrong with them.
Read →A customer who buys a second time costs whatever the conversation costs. How to calculate LTV simply, and what to do with a base that stays silent.
Read →On instalments and split payments companies lose up to 40% of profit, because nobody collects the second part. How to build the process.
Read →How to calculate the cost of selling as a share of revenue, what to compare that figure with, and what it breaks down into.
Read →«Too expensive» on 80% of records means loss reasons are not being collected. A working list of reasons, and how to get reps to fill it in.
Read →A monthly plan checked at the end of the month is not a tool. How to break it into weeks and drivers so you see the gap in week two.
Read →A stage exists if the move to the next one depends on the rep's action and can be counted. Everything else is a status.
Read →Three types of dashboard, the one-sheet-one-goal principle, and the set of numbers an owner can read in two minutes.
Read →Six numbers that show how a rep really works, and two more that only create the illusion of work.
Read →A missed call costs what an enquiry costs in advertising, plus the margin on the deal that never happened. How to calculate your own figure.
Read →Ready sets of numbers for the rep, the head of sales and the owner, with formulas and benchmarks, how to tie money to them, and the list of KPIs worth removing.
Read →Call recordings, missed-call statistics, time to answer, and calls linked to deals. What to watch out for when you connect one.
Read →Why a word-for-word script reads like a robot, which frame works, and how to build one from your own successful calls.
Read →A written thread runs on different rules from a call: speed and the structure of a message win there. What to write down.
Read →Objections get collected from your own conversations. The structure of the matrix and what to do with it.
Read →Until price has been said out loud, the conversation circles. The measurements that show it, and how to quote when a calculation is needed.
Read →Internal split payments run by the company itself, where the risk sits, and how to close it with a collections process.
Read →Why you sell something for a token amount before an expensive product, and how that changes the way a rep works.
Read →How to break your base into segments, find the repeat-purchase window, and build a call list with a conversation script.
Read →Why people vanish, what reason justifies going back to them, and how not to burn the base on your first round of calls.
Read →A comparison on four criteria, the point where an in-house team wins, and the main drawback of outsourcing nobody writes about.
Read →A plan built from enquiry flow and conversion. How to test it for reachability before the month starts.
Read →Five signs that sales no longer hold together around the owner, and what to do first when there is no money for a team yet.
Read →Our price is open: from $1500 a month, three months minimum. Inside — the do-it-yourself bill for August 2026 and what moves the sum in both directions.
Read →The structure of a morning meeting, the three numbers said out loud in it, and why a stand-up longer than fifteen minutes stops working.
Read →A report that takes a rep ten minutes to fill in goes unread. What to keep, and how to make the numbers collect themselves.
Read →How many conversations to take, the order to review them in, and why a review with no written outcome changes nothing.
Read →Four conditions for a fair comparison, a conversation scoring sheet, and what to do when the gap between people is more than double.
Read →Three things that take daily oversight off a manager, and why checking by hand does not scale.
Read →The machine reads every call and thread, a person rereads the findings. What can be counted automatically, and where the machine gets it wrong.
Read →What counts as engagement, how to measure it without surveillance, and why the chart settles arguments about workload.
Read →An average field rep makes five visits a day, the strongest make fourteen. What to measure when the seller writes the report.
Read →Three reasons reps skip the CRM, and what to do before setup, during, and after.
Read →Four sets of rules without which a sales team runs on instinct, and what exactly belongs in each. Taken from our own build schedule.
Read →Twelve points without which CRM data stops matching reality, and the three fields reps skip most often.
Read →Who takes an enquiry, within what time, what they do next, and what to do with the ones that arrive outside working hours.
Read →What a rep has to establish before talking about the product, when to quote a price, and the things never to do.
Read →The order a rep takes tasks in, when they call, when they write, and what they do in the first thirty minutes of the day.
Read →A one-page process description: stages, inputs and outputs, owners and deadlines. And why a twenty-page diagram never gets used.
Read →What belongs in the specification for a funnel, which automations pay off most, and how to check that CRM numbers match the bank.
Read →Four questions that tell you whether this is your customer, plus two ways to qualify financially on expensive products.
Read →The rep qualifies and sells, the expert delivers. When this model pays off most, and what breaks inside it.
Read →When reps spend half their time looking after customers who already bought, sales stop growing. What to move into a separate role.
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