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Management consulting firms · CRM

Put every conversation and proposal in one list that the partners can all read.

A CRM for a consulting firm is a shared record of conversations, proposals and referrers, kept against the partner who owns each. GullySales sets up the fields, stages and routine so the pipeline stops living in four inboxes and a few notebooks.

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Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

Realistic editorial illustration of tax consulting firms at work in India

What CRM means

A CRM is the record where every enquiry, call and quote is kept against a customer, replacing separate notebooks, spreadsheets and memory. GullySales sets up or cleans an existing CRM and reports from it by enquiry outcome rather than by activity logged.

Also for management consulting firms

Sales and marketing for management consulting firms, the overview.

Last updated 18 Oct 2026.

For management consulting firms

Where it usually goes wrong, and what we would do.

  • “A partner's pipeline lives in their head”

    The partner remembers the promoter met in March and the proposal promised. The associate team does not, and neither does the partner who covers during leave. Writing it down in a shared place is the whole point.

  • “Stages should match how consulting sells”

    A retail funnel of lead, qualified and demo does not describe this work. Met, proposal asked, proposal sent, waiting, negotiating and won or lost describe it plainly, and each can be dated.

  • “Referrers need records as much as buyers do”

    The banker who sent two assignments matters more than a cold prospect. A record that shows what each referrer sent, when they were last contacted and what is owed to them is the other half of the pipeline.

  • “A heavy tool stays unused”

    A partner who is asked to complete a long form after a meeting will not. The record should take a minute: who, what was said, what was promised and the next dated step.

What we do

What we deliver for management consulting firms.

The work available for this need. We agree the deliverables and responsibilities for your engagement in writing.

  1. A pipeline built for consulting stages

    Stages and fields set up for conversation, proposal and engagement, in a tool such as Zoho CRM or HubSpot, or a well-built shared sheet if the firm is small.

    Result: Each open proposal shows an owner and a dated next step.

  2. A referrer register

    Every introducer with the assignments they sent, the last contact and a suggested reason to call.

    Result: The partners see who has not heard from the firm since the last introduction.

  3. A one-minute meeting note

    A short form a partner or associate fills after a meeting, with the promise made and the next step.

    Result: Nothing promised in a meeting is lost by the next sitting.

  4. A partners' pipeline sitting

    A set agenda for reading the open proposals together, with decisions entered on the record.

    Result: The partners start from one list instead of from memory.

  5. Source and outcome fields

    Each entry marked with where it came from and how it ended, including the reason for a loss.

    Result: The firm can read which routes bring engagements and why proposals fail.

How the result is measured

  • Enquiries logged in the CRM
  • Data completeness
  • Reports generated from CRM data

Recorded as a baseline before work starts, so every later report has an honest comparison.

Read the full CRM implementation and customisation page

Fields worth keeping

The record should show the stage, the introducer and the owner.

Stage in the sale
First meeting, diagnostic discussed, proposal sent, negotiation, signed. Updated by the partner after each contact, so the pipeline sitting reads the same list.
Introducer
Filled at the first entry. It builds the referrer register and shows which relationships produce proposals that convert.
Problem as stated by the buyer
A line in the buyer's words, entered by the partner. It prevents the proposal from drifting away from what was asked.
Decision makers and influencers
Promoter, CEO, finance head, family members. Filled as the partner learns who weighs in, so the proposal addresses all of them.
Reason for a lost proposal
Entered by the partner in a sentence. It shows whether fee, team or timing is losing work, and informs the next proposal.

Who it is for

This is written for these management consulting firms.

  • Independent practices run by one or two senior partners
  • Small firms of ten to thirty consultants serving mid-sized companies
  • Operations and performance improvement firms
  • Organisation and people transformation firms
  • Public sector and government advisory practices
  • Industry-specialist firms for pharma, auto components or textiles
  • Family business and promoter group advisory firms
  • Offshoots of chartered accountancy firms that added management consulting

Not for

It is not the right fit if.

  • Your partners handle a few live proposals each and already discuss them together, so a sheet will do.
  • No one has been named to keep the record, so it would fall out of date.
  • You want to store client engagement papers in the CRM, which belongs in your secure document store.

Before you decide

Agree the work. Know how to judge it.

CRM for management consulting firms: use these checks to prepare, choose the scope, and review what changes.

Bring the right evidence

List the records your team uses and show how an enquiry becomes an order today. Bring examples of duplicate entries, missing owners, and reports that require manual correction.

Make the scope clear

Agree the stages, required fields, access roles, and integrations before configuring the system. Separate software subscriptions from setup, data work, and training.

Check the work in use

Ask the people who will use the CRM to complete a real handover and find the next action without help. Check that the management report can be traced back to individual records.

Know when to change course

If the process is unclear, buying a more complex CRM adds more places for confusion. Start with the minimum fields and rules the team can use consistently.

These are discussion points, not a fixed package. GullySales confirms the deliverables, responsibilities, fee, and term in writing after reading your brief and speaking with you.

How it works

How the CRM work runs

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Sales journey agreement

    Your sales lead explains how an enquiry becomes an order, using open deals as examples. We agree which steps belong in the CRM and identify decisions needing your approval.

  2. 2

    Configuration approval

    You approve stage definitions, required fields, ownership rules, and access. Unresolved choices are settled before configuration starts.

  3. 3

    Test environment decision

    We confirm whether your plan provides a trial copy or separate pipeline. Where neither is available, changes to the live system need an agreed approach before work proceeds.

  4. 4

    Connection and rule checks

    Enquiry connections are checked before automations are activated separately. Your nominated owner verifies where records arrive and which person receives each task.

  5. 5

    Sales team acceptance

    The people handling enquiries test open deals from entry through closure. Required corrections are resolved before you approve the switch.

  6. 6

    Switch and ownership handover

    The agreed configuration goes into use, and your CRM owner receives the final record. Any post-switch corrections included in the scope are documented before handover closes.

Where this fits

Three pieces of sales work, in this order.

This work sits inside sales management. A target, a review routine and someone who owns the number.

  1. Step 1

    Sales audit

    Find where deals are being lost and what to fix first.

    Start here if you cannot say where orders are lost.

  2. Step 2

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. Step 3 · you are here

    Sales management

    A target, a review routine and someone who owns the number.

    Start here if the team has targets and no routine.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions owners ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
We are a small firm. Do we need a CRM?
You need a shared record. For a small firm that may be a carefully built sheet, and a tool only when the sheet begins to strain. We choose with you after seeing how the partners already work.
Will the partners actually use it?
Only if filling it takes less time than not filling it. We keep the entry to what a partner already says after a meeting and read the list together so that entering something has a visible use.
Can client confidential information go into the CRM?
Keep client-sensitive material out. The record needs the company type, the contact, the problem in general terms and the next step. Check your client agreements about what may be stored.
Should associates have access to the pipeline?
Give them what they need for their own work, such as meeting logistics and document tracking, and keep fee and negotiation notes with the partners. A narrow view protects both the buyer's confidences and the partners' commercial position.
How much does it cost?
There is no price list, because the work differs by business. The fee is scoped after we have read your brief and spoken to you, and put in writing before anything starts, split into our time, your media spend and production.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
It depends on the trade, the channel and what is already in place. After we have read your brief and spoken to you, we say what we would expect to move first and how it will be measured against the baseline. Nothing here is guaranteed.
Who will actually do the work?
The person you speak to before anything starts. We work from one office in Nagarbhavi, Bengaluru, with no account managers in between.
What if we are not happy with the work?
Tell us and the plan changes. Everything is reported against the baseline, so a number that is not moving is visible to both sides. The term is in your written scope, and the refund and cancellation policy sets out the rest.

More for management consulting firms

Related work to consider.

Closest to this: leads and follow-up

Also for management consulting firms

Or start from the overview: sales and marketing for management consulting firms.

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