Gully Sales gives founder-led and mid-market businesses experienced marketing, sales and revenue leadership on a fractional basis, together with the revenue plans, budgets and operating rhythm that turn targets into accountable execution.
Gully Sales Private Limited serves businesses across India, with leadership, planning and execution teams under one roof.
In one paragraph
Revenue planning and fractional leadership gives a growing business the senior commercial direction it needs before it can afford, or find, full-time executives. Gully Sales audits how revenue is made today, sets accountable targets, budgets and quarterly roadmaps, and places an experienced fractional chief revenue officer, chief marketing officer or head of sales inside your operating rhythm to make the plan happen and report on it.
The problem
Most Indian SMBs reach a size where the founder is still the head of sales, the head of marketing and the revenue planner, with a growing team waiting for direction. Targets are set once a year and rarely revisited. Marketing and sales report different numbers. A full-time chief revenue officer or chief marketing officer is expensive, hard to find and risky to get wrong, so the gap stays open and the business runs on effort instead of a plan.
Why it persists. The people who could fix this are the ones with the least time. A founder running sales cannot also design the planning system, and a full-time executive hire is a large fixed cost with a long search and a real chance of a poor fit. Agencies sell campaigns, recruiters sell candidates, and neither owns the revenue number. So the business keeps improvising, one quarter at a time.
If it stays unresolved. The business grows at the pace of the founder's calendar and no faster. Each year's plan repeats the last, execution depends on whoever is loudest, and when a downturn or a big customer loss arrives there is no leadership bench and no early warning. Growth settles at a level that starts to look permanent.
What changes
In the first weeks
In how the work runs
In sales and marketing
In what management can see
Over the longer term
Gully Sales controls the quality of the diagnosis, the plan, the operating rhythm and the leadership time you receive. Revenue attainment, pipeline and forecast accuracy depend on your market, your team and the decisions you take, so we report them as outcomes and never as promises.
Who it is for
The services in this area
Revenue, marketing and sales audits
A structured diagnosis of how revenue is made today. The revenue growth audit examines the whole commercial engine; the marketing audit and sales audit go deep on one function each. Evidence from data and stakeholder interviews becomes a performance scorecard, a list of capability gaps and a prioritised corrective roadmap.
Annual revenue planning, targets and budgets
The annual plan built from the bottom up: baseline, growth assumptions, revenue targets by segment and channel, the pipeline and capacity needed to deliver them, sales and marketing budget allocation, and scenarios for when assumptions move. Covers annual revenue planning, revenue target planning and sales and marketing budgeting.
Growth roadmap and sales–marketing alignment
The plan turned into an operating agenda: organisational priorities, a quarterly roadmap with owners, the cadence that reviews it, and the agreements between sales and marketing on definitions, hand-offs and shared numbers. Covers growth roadmap development and sales and marketing alignment.
Fractional chief revenue officer
An experienced revenue leader who owns the whole commercial number across marketing, sales and customer success for an agreed part of each week, with a defined mandate, a first-month diagnosis, quarterly priorities, an operating cadence, team coaching and board-ready reporting.
Fractional CMO and outsourced marketing department
Senior marketing leadership on a fractional basis, from strategy and budget to team direction and reporting, with the option of Gully Sales running the marketing function itself as your outsourced marketing department. Covers fractional chief marketing officer and outsourced marketing department.
Fractional head of sales and founder transition
A senior sales leader who manages your team, pipeline and forecast for an agreed part of each week, plus advisory for founders who still sell and a structured programme for moving sales from the founder to a team. Covers fractional head of sales, founder-led sales advisory and founder-to-sales-team transition.
Revenue leadership and management reviews
The review system that keeps revenue on track: weekly pipeline reviews, monthly management reviews and quarterly business reviews with fixed agendas, the metrics each one examines and the decisions each must produce, facilitated until your managers can run them alone.
How it runs
Commercial diagnosis
We start with the facts: revenue by segment and channel, pipeline and conversion, sales capacity, marketing contribution, current plans and budgets, and interviews with leadership, sales and marketing. Where an audit has already been done, we build on it rather than repeat it.
Revenue goals
Targets are built from the bottom up: what each segment, channel and salesperson can realistically produce, what pipeline coverage that needs and what has to change for the number to be reached. Scenarios show what happens if key assumptions move.
Organisational priorities
From the gaps and the targets we agree the few things that must change this year: roles, territories, channels, offers or processes. Everything else is deliberately parked so effort concentrates where it moves the number.
Operating cadence
We design and start the review rhythm: weekly pipeline and forecast reviews, monthly management reviews and a quarterly business review, each with a fixed agenda, the data it examines and the decisions it must produce. The fractional leader runs the first cycles.
Budget and resource plan
Sales and marketing budgets are allocated against the plan: which channels, campaigns, hires and tools the targets depend on, in which quarter, and what is cut if revenue runs behind. Hiring plans and territory or account allocation are settled here too.
Leadership accountability
The fractional leader's mandate is written down: what they own, what they decide, how much time they give and how they report. Managers receive scorecards and coaching plans so accountability flows through the team, not only up to the founder.
Quarterly roadmap and implementation
The plan becomes a quarterly roadmap with owners and milestones. The fractional leader drives execution inside the cadence, reports progress against the baseline every month and adjusts the roadmap at each quarterly review. Handover to your own leaders is planned from the start.
Ways to work with us
Fractional revenue leadership
A fractional chief revenue officer, chief marketing officer or head of sales in your business for an agreed number of days each week or month, with a written mandate, an operating cadence and monthly reporting. For businesses that need the leader now and the plan built as they go.
Revenue planning programme
The diagnosis-to-roadmap sequence: audit, targets, priorities, budget, cadence and quarterly roadmap, delivered as a project with your leadership. For businesses that have leaders in place but no connected plan for them to run.
Audit only
A revenue growth, marketing or sales audit that establishes the facts and a prioritised corrective roadmap, with no obligation to continue. For businesses that want to know where they stand before deciding what leadership they need.
Management review facilitation
We design and run your weekly, monthly and quarterly revenue reviews for an agreed period, then hand them to your managers. For businesses whose plan and leaders exist but whose reviews have turned into status meetings.
Leadership plus execution
Fractional leadership combined with Gully Sales' marketing, sales, channel and revenue operations teams doing the work, for businesses that lack both the leader and the hands.
Why Gully Sales
The leader comes with a team behind them.
A fractional executive from Gully Sales is not a lone consultant. Marketing, sales, channel, customer success and revenue operations specialists are one call away, so when the plan needs a campaign built or a CRM fixed, it happens.
Planning and leadership are done together.
Most providers offer either a plan or a person. Gully Sales offers both in one engagement, so the person who builds the revenue plan is the one accountable for running it, and the plan is written to be run.
It is scaled to an SMB's time and money.
The mandate is sized to what your business needs and can afford: a few days a month for a review rhythm, more for a leader driving a transition. You are not paying for executive overhead you do not use.
Your managers are developed, not bypassed.
The fractional leader coaches the people you already have, so the capability stays when the engagement ends. Handover is designed from the first month, not improvised in the last.
Reviews are built for decisions, not for reporting.
Every review in the cadence ends with a decision recorded and an owner named. The purpose is to catch a slipping quarter while there is time to act, not to present a deck about the one that has already ended.
We separate what we control from what may follow.
The quality of the diagnosis, the plan, the cadence and the leadership time are ours to control. Revenue, pipeline and forecast accuracy depend on your market and your team, and we report them honestly as outcomes, never as promises.
Where it applies
Manufacturing
IT and B2B services
Distribution
Healthcare
Consumer brands
Education
Proof
Kambar Group
Questions buyers ask
A fractional leader takes a real seat in your business for an agreed number of days each week or month: they own a number, sit in your reviews, direct your team and report to you. A consultant advises and leaves. Gully Sales offers fractional chief revenue officers, chief marketing officers and heads of sales, each with a written mandate and decision authority within it, alongside the revenue planning work that gives them a plan to run.
If you are unsure what is wrong, start with a revenue growth audit, or a marketing or sales audit if the problem clearly sits in one function. If the plan is the gap, start with annual revenue planning. If the gap is a person, start with the fractional role that matches the empty seat. The free audit call is designed to help you choose; many engagements begin with a diagnosis and add leadership once the priorities are clear.
More than a report, less than a full-time hire. Expect the founder or managing director to spend a few hours a week in the operating cadence and to make decisions when trade-offs are surfaced. The fractional leader needs genuine authority within the written mandate: to run reviews, direct the team and decide within the agreed budget. Without that, the engagement becomes advice, and advice is what most businesses in this situation already have.
A full-time executive is the right answer once the business can afford one, can find one and can define the role well enough to hire against. Fractional leadership covers the gap until then and often makes the eventual hire better, because the role, the operating rhythm and the plan already exist when the person joins. Many clients use the fractional period to prepare that hire and to learn what the role really needs.
Access to sales, marketing and finance data, including your CRM or sales records, marketing spend and results, and the current plan and budget if one exists. Time with leadership, sales and marketing for interviews. Calendar commitment to the review cadence once it starts. And candour about what has been tried and what has not worked, because a plan built on a polished version of the business does not survive the first quarter.
Against a baseline recorded before the work begins, using revenue attainment, pipeline coverage, forecast accuracy, marketing contribution, sales productivity and execution velocity. These are reported monthly in the management review and quarterly against the roadmap. We are clear about which of these we control: the quality of the plan, the cadence and the leadership time. Revenue and pipeline are outcomes that also depend on your market and your team, and we report them as such.
It depends on the gap being covered. A planning programme runs until the plan, budget and cadence are in place and handed over. A fractional role typically runs until the business hires full time or the managers beneath the role can carry it, which is a decision reviewed each quarter rather than fixed in advance. Every proposal states the initial period and how continuation is decided, so nothing runs on by default.
Fractional leaders lead; they do not personally run campaigns, make outbound calls or administer your CRM. That work is done by your team or, if you choose, by Gully Sales' marketing, sales and revenue operations teams under a separate scope. Recruiting your full-time executive is not included, although the role definition and benchmark from the engagement are yours to use. Finance, legal and HR matters outside the commercial function are also outside scope.
Yes, and it is often one of the first things they do. Agencies, freelancers and technology vendors work better with a single senior owner who sets the plan, agrees what each one is accountable for and reviews results against it. The fractional chief marketing officer or head of sales takes that role, so your suppliers work to one revenue plan rather than to their own reporting.
Only as far and as fast as you decide. Founder-led sales advisory helps you sell better while you are still the main seller. The founder-to-sales-team transition moves accounts, decisions and relationships to the team in planned stages, with a fractional head of sales holding the process together. Founders typically keep the largest strategic relationships and step out of daily pipeline management first.
No, but the operating cadence needs reliable pipeline data from somewhere, even a disciplined spreadsheet at first. If your records cannot support a weekly review, fixing that becomes an early priority in the roadmap, and Gully Sales' revenue operations team can set up or clean the CRM alongside the leadership work. Planning done on data nobody trusts produces a plan nobody follows.
Talk to us
The audit call is a working conversation about your targets, your pipeline and who owns the number. No obligation and no deck; you leave knowing whether the gap is the plan, the leader or the rhythm.