A recommendation-led remit
Traditional Sales Consultancy
- Reviews performance
- Recommends changes
- Provides strategic advice
- Delivers training
- Produces a report
- Leaves implementation with the client
Clear responsibilities and practical delivery
How we work together
Know what happens, who owns each action and how we review progress.
Advice into execution
You don't need another sales strategy gathering dust. You need someone who can make it work.
Most businesses don't struggle because nobody has told them what good sales performance looks like. They struggle because the changes required to improve it never become part of the way the business operates.
A new strategy, a training course or a consultancy report might identify the right direction. But without leadership, ownership and consistent execution, very little changes.
My approach is different. I work directly with leadership teams and salespeople to diagnose what's holding performance back, implement practical improvements and establish the management discipline required to make those improvements stick.
An active leadership remit
Working With Scott
- Diagnoses the underlying issues
- Helps implement the changes
- Establishes a practical operating rhythm
- Coaches people on real opportunities
- Creates measurable accountability
- Builds capability that lasts
Consultancy remits vary and can include implementation. The comparison shows the emphasis of an ongoing leadership engagement: activities, authority and capacity are agreed for your needs. A standalone audit retains its defined diagnostic scope.
The objective isn't to leave you with more recommendations. It's to leave you with a stronger sales operation.
Let's Discuss Your Sales ChallengesStill carrying the sales leadership role yourself? Explore support for founder-led sales.
Your first 90 days
For an ongoing leadership or Build & Scale engagement, we agree the remit, priorities and review points before starting. The sequence below is a guide: pace depends on the agreed days, team availability and the information we can review. The audit has its own separately agreed timetable.
Days 1–30
Understand the operation and agree priorities
Review the business goals, people, pipeline and recent outcomes. Work on urgent opportunities while identifying the issues that need attention first.
What you receive: An agreed view of the priorities, responsibilities and a focused plan for the next stage.
Days 31–60
Put the agreed changes into practice
Apply the relevant qualification, review and coaching practices. For a Build & Scale engagement, begin the agreed hiring, onboarding or market work.
What you receive: Practical tools and processes being used by the team, with actions and owners tracked.
Days 61–90
Review progress and embed ownership
Check adoption and commercial progress, adjust what is not working and agree the next priorities. Make ownership clear so the team can sustain the changes.
What you receive: A progress review, updated priorities and documented practices the team can continue using.
What I own and what your team owns
My responsibilities
- Commercial priorities and the agreed plan.
- The agreed leadership, coaching and pipeline review rhythm.
- Advice and involvement in selected live opportunities.
- Progress reporting, risks and decisions needing attention.
- Agreed process, hiring or enablement work.
Your team’s responsibilities
- Day-to-day selling and customer commitments.
- Accurate information and access to relevant people and systems.
- Completing agreed actions and participating in reviews.
- Leadership decisions, approvals and resourcing.
- Ownership of the practices and materials we put in place.
We agree the boundaries for your engagement, including reporting lines, decision authority, direct customer involvement and support between scheduled days.
What working together looks like
- Monday Priorities
- Focus on the opportunities and actions that matter most. Identify where the team needs help and confirm ownership.
- Coaching And 1:1s
- Use real conversations and opportunities to develop skills. Agree something to practise and review progress.
- End-of-Week Review
- Check what moved, what remains blocked and what needs a decision. Carry forward a short, clear set of actions.
The cadence is tailored to the team and agreed time commitment. A one-day-per-week engagement may combine these reviews on the scheduled day and use a concise written update for follow-through.
How we measure progress
We establish the starting position and agree the measures relevant to your business. A monthly review can cover commercial results, leading indicators and whether the team is using the agreed practices.
| Area | What we review | What it tells us |
|---|---|---|
| Pipeline quality | Qualified pipeline for the relevant period, with coverage based on actual conversion and timing. | Whether the opportunities support the target. |
| Deal progression | Buyer-confirmed next steps, stalled opportunities and movement through stages. | Where action or a different approach is needed. |
| Forecasting | Forecast versus actual results and reasons for changes. | Whether the assumptions are becoming more reliable. |
| Conversion and sales cycle | Win rate and time to close, using agreed definitions and comparable cohorts. | Whether performance changes are sustained. |
| Team development | Coaching actions and use of the agreed practices. | Whether capability and ownership are improving. |
Targets are agreed using your own baseline and context. There is no universal pipeline multiple or guaranteed revenue outcome.
Choose the right form of support
Each option serves a different need. The choice depends on the problem, the work required and how much leadership coverage the business needs.
| Option | Useful when | Commitment and ownership |
|---|---|---|
| Audit or focused project | You need an independent assessment or help with a defined challenge. | Agreed scope and deliverables; your team owns implementation unless further support is agreed. |
| Fractional leadership | You need ongoing senior direction and practical support for part of the week. | Agreed weekly capacity and responsibilities; three-month minimum for my retainers. |
| Full-time hire | The business needs daily leadership coverage and a permanent role. | A full-time remit with the employment budget, recruitment and onboarding that accompany it. |
Client perspective
“Scott did a phenomenal job building our go-to-market and sales function from the ground up. His structured approach, commercial expertise and exceptional attention to detail, particularly in recruitment and developing our sales processes, gave us the foundations to scale with confidence.”
Start with a conversation
Find the right support for your business
Whether you lead a B2B business or support a PE or VC portfolio, an initial conversation can clarify where a sales performance review, fractional leadership or practical transformation would help.
Book a 30-minute ConversationPrefer to explain your situation first? Send me an enquiry.