Your way of selling stops living only in the heads of two or three people.

Gully Sales writes down how marketing, sales and customer success are actually run in your business, in a form your team opens while working, with a named owner and a review date on every page.

One library where every revenue procedure is written, current and easy to find
A new joiner learns the work from documents, not by waiting beside a busy colleague
Every page carries an owner, a version and the date it must next be reviewed

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Gully Sales Private Limited works with small and medium businesses across India, and records the way your teams already work before proposing any change to it.

In one paragraph

What is Revenue Process Documentation for Indian SMBs?

Revenue process documentation records how your marketing, sales and customer success work is actually carried out, and keeps that record usable. Gully Sales watches the real work, writes the procedures, checklists and definitions in your team's own language, puts a named owner and a review date on each one, and hands you one library your people can search.

The problem

The way your business earns revenue exists mostly in a few people's memories.

Businesses grow by moving quickly, and the people who invented your way of selling carry it with them because they invented it. Nothing needed writing down while the same five people did the same work in the same room. Then a branch opened, three sellers joined, an agency was appointed, and the method began to travel by word of mouth. Every retelling loses a little. Today the process is real, it works, and almost none of it is on paper.

You will recognise it as

A new salesperson takes months to become useful, because the only training available is sitting beside somebody who is already busy.
Two people handle the same enquiry in two different ways, and each is certain theirs is how the company does it.
When one person is on leave, a part of the revenue process simply pauses until they are back at their desk.
Your SOPs were written once, sit in a shared drive, and nobody can say with confidence which version is the current one.
A question about who may approve a discount goes to the founder, because no document answers it.
An auditor, banker or buyer asks how your sales process works, and the answer has to be assembled from scratch that week.

What it costs the business

Every hire costs months of somebody else's productivity, and that cost repeats with the next hire and the one after.
Execution varies by person, so results vary by person, and you cannot tell a coaching problem apart from a process problem.
A resignation removes working knowledge from the business, and what grows back is a slower, partly guessed version of it.
Improvements do not hold, because there is nothing to amend; the process lives in habits, and habits drift back within a quarter.
Due diligence, a certification audit or a bank review turns into a scramble, and the business is judged on documents written in a hurry.

Why it persists. Documentation stays undone because it is nobody's deadline. Whoever could write a procedure is the person most needed on this month's target, and no customer is waiting for the document. The attempts that do happen fail the same way: somebody writes thirty pages in one burst, the pages describe an ideal process rather than the real one, nothing changes in how the work is done, and within a quarter the document is wrong. The team then quietly agrees that documentation does not work here.

If it stays unresolved. Left alone, the business becomes a set of private methods rather than one company method. Growth then depends on finding rare people who can work things out for themselves, and every departure is a small operational loss. Quality drifts, training stays expensive, and the eventual clean-up happens under pressure, usually during an audit, a due diligence or the week after a senior person resigns.

What changes

The way your business sells becomes something you can hand to someone.

In the first weeks

A written map of the revenue work your business actually does, drawn from observation rather than from an ideal diagram.
One library holding every procedure, checklist and definition, arranged so the right page is found in seconds.
A named owner and a review date on every document, so being out of date becomes somebody's responsibility.

In how the work runs

New joiners work from written procedures in their first week, instead of waiting for a colleague to be free.
The same enquiry is handled the same way by any person on any day, because the steps are written and agreed.
Approvals, exceptions and escalations have a documented route, so fewer questions travel upward to the founder.
Leave, illness and resignation stop halting revenue work that only one person knew how to complete.

In sales and marketing

Ramp-up for a new seller shortens, so a hire starts contributing sooner and costs less to carry while learning.
Coaching becomes specific, because you can compare what a person did against what the written process asks for.
An improvement is made once in the document and applied everywhere, instead of being retaught person by person.

In what management can see

You can see which parts of the revenue lifecycle are documented, which have gone stale, and which were never written.
Audits, bank reviews and investor questions are answered from a current library rather than from memory.

Over the longer term

The method belongs to the company, so it survives people leaving, tools being replaced and the business getting larger.
Every later change, a new CRM or a new region, starts from a written base instead of a fresh argument.

We control what is documented, how accurately it reflects the real work, who owns each page and how it stays current. Whether the documents improve results depends on whether leadership requires the written way of working to be used, so we report coverage, currency and adoption, not revenue.

Who it is for

This suits businesses whose method is real but unwritten.

The businesses it suits

Companies growing past the point where one small group can carry the whole method in their heads.
Businesses hiring sellers, counsellors or support staff often enough that training has become a repeating cost.
Promoter-led firms where the founder is still the answer to most questions about how the work should be done.
Teams that agreed a process in a workshop once, then watched it drift because nothing was written down.
Businesses with several branches or a dealer network where the same work is done differently in each place.
Companies preparing for a certification audit, a bank facility, a due diligence or a leadership handover.

What usually prompts the call

A senior person resigned, and the handover meeting revealed how much of the process only they knew.
A seller has been with you three months and still asks questions a document should have answered.
You are about to implement or replace a CRM, and nobody can state the process the system is meant to carry.
Two branches were compared, and the difference turned out to be method rather than market.
An auditor, banker or prospective buyer asked for your sales and service procedures in writing.
You are opening a new location and want it to start the way your strongest existing one works today.

What Gully Sales does

The work, component by component.

The process inventory

We list every process that touches revenue, from enquiry capture through qualification, quotation, negotiation, order handover, onboarding, service and renewal, including the ones that live in a person rather than a system. Against each we record who performs it, how often, what happens when it goes wrong, whether any document exists, and whether that document is current.

Why it matters:: Most businesses do not know how much of their revenue work is undocumented until it is counted. The count is usually higher than the leadership expects, and it settles the argument about where to begin.
You receive:: A process inventory with owner, frequency, risk if lost, current documentation state and a priority order for writing.
Business value:: You start with the processes whose loss would hurt most, instead of writing whatever the most willing person suggests first.

Written procedures for the revenue work

For each priority process we write a standard operating procedure in one format: what triggers it, who performs it, the steps in order, the system and screen each step happens in, the decisions and who may take them, what good output looks like, and what to do when the usual path does not apply. Screenshots are used wherever a picture is faster to read than a paragraph.

Why it matters:: A procedure is only used if it can be followed in the middle of work by somebody who is unsure. Long narrative documents are read once; short, ordered steps are used daily.
You receive:: Standard operating procedures for the agreed processes, in one format, each with steps, decisions, systems and exceptions.
Business value:: Any competent person can carry out the work correctly on their second day, and the founder stops being the reference manual.

The shared vocabulary and data definitions

We write down what your business means by each term it counts on: a lead, a qualified enquiry, an opportunity, a lost deal, an active customer, a renewal. Each stage gets entry and exit conditions in plain language, and each field your reports depend on gets a definition, a permitted set of values and the person who decides when it is unclear.

Why it matters:: Every reporting disagreement in a growing business eventually turns out to be a vocabulary disagreement. Definitions cost nothing to write and settle arguments that repeat monthly.
You receive:: A glossary and data dictionary covering terms, stage definitions, fields, permitted values and the deciding owner.
Business value:: Two teams reading the same report reach the same conclusion, and your numbers stop depending on who prepared them.

Playbooks and checklists for the moment of work

Alongside the procedures we produce the short pieces people actually hold while working: a discovery call structure, a quotation checklist, a follow-up sequence, a handover form between two teams, an escalation card for an unhappy customer, and a pre-review checklist for the seller before a pipeline meeting. Each fits on one page or one screen.

Why it matters:: A procedure explains the process to somebody learning it. A checklist protects an experienced person on a busy day, when steps are skipped not through ignorance but through pressure.
You receive:: One-page playbooks and checklists for the recurring moments where revenue work is most often dropped or rushed.
Business value:: The steps that matter still happen on the days when the team is stretched, which is exactly when they were being missed.

System runbooks and administration notes

We document how your CRM, forms, automation, dashboards and integrations are set up: what each automation does, what triggers it, which fields it writes to, what will break if it is switched off, who is permitted to change it, and the reason it was built that way. Configuration decisions are recorded with their dates and their reasoning.

Why it matters:: Systems knowledge is the most fragile knowledge in a small business, because it usually sits with one person or an agency. When they go, everybody is afraid to touch anything.
You receive:: Runbooks for the CRM and connected tools, covering configuration, automations, permissions, change rules and reasoning.
Business value:: Your systems can be changed, fixed or handed to a new administrator without anyone guessing what a setting was for.

Ownership, versions and the review cycle

Every document is given a named owner, a version number, a date it was last reviewed and a date it must next be reviewed. We agree how a change is proposed, who approves it, how the new version is published and how people are told. Documents that fall past their review date appear on a simple register that somebody looks at each month.

Why it matters:: Documentation does not fail at the writing stage. It fails three months later, when the process changes and no one is responsible for changing the page that describes it.
You receive:: A document register with owner, version, review dates and status, plus a written change and approval routine.
Business value:: The library stays trustworthy, so people keep using it rather than returning to asking a colleague.

The onboarding pack built from the library

We assemble the documents into a path for a new joiner: what to read on day one, what to practise in week one, which recordings to watch, which checklists to use under supervision, and how their manager confirms they are ready to work unaccompanied. The pack reuses the library rather than duplicating it, so it never falls out of step.

Why it matters:: The commonest complaint about documentation is that nobody reads it. A reading path with a purpose and a checkpoint gets read, because it is how a person becomes useful.
You receive:: A first-thirty-days onboarding path drawn from the library, with practice tasks and a manager's readiness checklist.
Business value:: New joiners reach useful work sooner, and your senior people spend less of every month explaining the same things.

What you will have at the end.

A process inventory naming every revenue process, its owner, its documentation state and its priority for writing.
Standard operating procedures for the agreed processes, all in one format, with steps, decisions, systems and exceptions.
A one-page process map for each documented area, showing steps, owners, systems of record and decision points.
A glossary and data dictionary defining every term, stage and field your reviews and reports rely on.
One-page playbooks and checklists for calls, quotations, follow-up, handovers and escalations.
Runbooks for your CRM and connected tools, recording configuration, automations, permissions and change rules.
An onboarding path assembled from the library, with practice tasks and a manager's readiness checklist.
A document register carrying owner, version, last review date and next review date for every item.
A short recorded walkthrough of the library, so a new joiner can be pointed to it without a meeting.
An anonymised sample procedure and checklist, shared early, so you can judge the format before we scale it.
A maintenance routine stating who updates what, when, and how a change is approved and published.

How it runs

The engagement, step by step.

1
Agree scope, priority and format
We run a short working session with the people who own revenue work, list the processes in scope, and rank them by what it would cost the business to lose them. We then agree the format, the level of detail and where the library will live, using a tool you already pay for wherever possible. One sample procedure is written first so you can react to the format before we write forty more.
You provide:
Two to three hours from the leaders of sales, marketing and service, and a decision on where documents will live.
We produce:
The scoped process list in priority order, the agreed document format and one sample procedure for approval.
Done when:
You have seen a real page in the proposed format and agreed the order of writing.
2
Observe the work as it is actually done
We sit with the people doing the work, follow real enquiries and orders through your systems, and record what happens rather than what the org chart implies. Where two people do the same job differently we note both versions, because one of them is usually the better method and deserves to become the standard rather than being quietly overwritten.
You provide:
Access to the people doing the work for short observation sessions, and read access to the systems they use.
We produce:
Observation notes, screen captures, the real step sequences and a list of the differences found between people.
Done when:
Each in-scope process has been watched end to end at least once, on live work.
3
Draft the procedures, maps and definitions
We write the procedures, draw the one-page maps, and build the glossary and data dictionary. Where we found two ways of working we put the choice to the owner and record the decision, so the document states the standard rather than describing a disagreement. Everything is written for the person who will use it while working, not for a shelf.
You provide:
Decisions from the named owner wherever a difference in practice has to be settled, within an agreed time.
We produce:
Drafted procedures, process maps, the glossary and data dictionary, and a log of the decisions taken.
Done when:
Every in-scope process has a draft, and every open question about the standard has a written answer.
4
Test each draft on real work
A person who did not write the document follows it on a live task while we watch. Anything ambiguous, missing or simply wrong is corrected there. This is where most documentation projects are won or lost: a page that survives one honest test is used afterwards, and a page that was never tested is abandoned within weeks.
You provide:
A few hours from people willing to follow the document exactly and to say plainly where it fails.
We produce:
Corrected documents, a record of what failed in testing, and the checklists that came out of the failures.
Done when:
Each procedure has been followed successfully by somebody other than its author.
5
Publish, assign owners and set review dates
The library is published where your people already work, with a structure that matches how they search rather than how the company is organised. Each document is given an owner who accepts it in person, a version and a next review date. The change and approval routine is written down and the document register goes live.
You provide:
Named people willing to own specific documents, and the administrator access needed to publish the library.
We produce:
The published library, the document register, the change routine and the confirmed list of document owners.
Done when:
Every published document has an accepted owner and a date in the register for its next review.
6
Train the teams and run the first cycle
We take each team through the part of the library they own, using real work rather than slides, and run the first weeks alongside them so questions are answered at the moment they arise. Where the friction is genuine we change the document, and where the friction is habit we say so to the manager who has to hold the standard.
You provide:
Team time for short sessions, and visible leadership backing that the written way of working is the way of working.
We produce:
Training sessions, a recorded walkthrough, short guides and a log of the changes made during rollout.
Done when:
Teams are using the library at work rather than keeping their own private notes alongside it.
7
Hand over maintenance and review
We hand the register to your owner, run the first monthly review of overdue documents with them, and then step back. Any process that changed during the engagement is updated by your team with us watching rather than by us, because the ability to maintain the library is the part that has to remain after we leave.
You provide:
One person accountable for the register, and a standing slot each month to review what has fallen out of date.
We produce:
A completed handover, the first review run with your owner, and a short maintenance guide for the register.
Done when:
Your own team has updated a document and published the new version without our help.

Ways to work with us

Start with an assessment, a core set of documents, or the full library.

Revenue process documentation assessment

A short diagnostic that inventories your revenue processes, tests what documentation already exists, and returns a priority order with a sample procedure. Useful when you want evidence of the gap before committing budget or team time.

Core process documentation

We document the critical few: enquiry handling, qualification, quotation and follow-up, the handover into delivery, and the definitions your reporting depends on. Suited to businesses that need the highest-risk knowledge captured first.

Full revenue library build

The complete engagement across the revenue lifecycle: procedures, maps, playbooks, checklists, glossary, system runbooks, the onboarding path, the document register and the maintenance routine, built and tested with your teams.

Documentation refresh and governance

For businesses that already have SOPs that have gone stale. We test what still matches reality, correct or retire the rest, and put ownership, versions and a review cycle around what remains.

Ongoing documentation support

An agreed number of days each month keeping the library current as your process changes, writing new procedures as the business adds products, branches or channels, and running the monthly review of the register.

Why Gully Sales

What you are actually choosing when you choose us.

We write what your business actually does, not what a template says.

Every procedure comes from watching live work in your systems. A downloaded template describes a company that does not exist, and your team recognises that on the first page and stops reading.

We size the document to the person who has to use it.

A seller between two calls will read one page and will not read twelve. We write short, ordered and specific, and we cut anything that is there to look thorough rather than to be used.

Nothing is published until somebody else has followed it.

Each document is tested by a person who did not write it, on real work. Testing is what separates a library that is used from a folder that is quietly abandoned by the second month.

Every page has an owner and a date it must be reviewed.

Documentation fails at maintenance, not at writing. Ownership, versions and a monthly register review are part of the work, not an afterthought suggested in the final meeting.

We cover the whole revenue lifecycle, including after the order.

Gully Sales works across marketing, sales, channels, customer success and revenue operations, so onboarding, service and renewal are documented too, not only what happens before the invoice.

We will tell you when writing is not the fix.

If the real constraint is demand, pricing or an unsettled process, documenting it will only make the confusion tidier. We say so in the first conversation rather than after the invoice.

Where it applies

The same service, in different businesses.

Industry	The situation	How it applies	Likely benefit
Engineering and capital equipment	Technical quotations depend on two experienced engineers who price from experience, and every enquiry waits for one of them because nobody else knows the rules they apply.	We document the quotation method, the questions that must be asked before pricing, the approval limits and the exceptions, then test it with a junior engineer on live enquiries.	Routine quotations are produced by more of the team, and the senior engineers spend their time on the ones that genuinely need judgement.
Multi-branch healthcare	Each branch handles patient enquiries in its own way, so counsellor conversion looks very different between locations and nobody can tell whether it is the method or the catchment.	The enquiry-to-consultation process is documented once, with a call structure, a follow-up sequence and definitions for every stage, then rolled out and tested branch by branch.	Branches are compared on a common method, and the practice used by the strongest counsellor becomes the standard rather than a personal talent.
Real estate and property	Site visits, follow-ups and booking paperwork depend on individual agents, so when an agent leaves mid-quarter their live buyers are effectively lost with them.	We write the enquiry, site visit, follow-up and booking procedures, define what must be recorded at each step, and build a handover checklist for reassigning a buyer.	A departure becomes a reassignment rather than a loss, and a new agent can pick up live buyers with the history in front of them.
Franchise and multi-outlet retail	Outlets are opened faster than the head office can train them, so each new outlet learns the selling and service method from whichever manager was available that month.	The outlet revenue routine is documented as a single opening pack: daily selling routine, enquiry capture, customer follow-up, complaint handling and the weekly numbers to report.	A new outlet starts on the same method as an established one, and head office can see whether a weak outlet has a method problem or a location problem.
Financial services distribution	Advisors follow their own sequences for documentation, verification and renewal reminders, which makes both compliance evidence and workload planning difficult to produce on demand.	Each step is written with its required records, permitted decisions and escalation route, and the glossary fixes what counts as a qualified and an active client.	Evidence for a review is drawn from a current library rather than rebuilt each time, and advisors work to one sequence that can be checked.
Facility management services	Site surveys, proposals, mobilisation and monthly service reviews are run differently by each account manager, so renewals are sometimes discovered in the final fortnight.	We document the survey and proposal method, the handover into mobilisation, the monthly review agenda and a renewal procedure that starts a fixed number of weeks before expiry.	Renewals are worked on a written schedule, and a new account manager can take over a contract without the client having to re-explain history.

Engineering and capital equipment

The situation:: Technical quotations depend on two experienced engineers who price from experience, and every enquiry waits for one of them because nobody else knows the rules they apply.
How it applies:: We document the quotation method, the questions that must be asked before pricing, the approval limits and the exceptions, then test it with a junior engineer on live enquiries.
Likely benefit:: Routine quotations are produced by more of the team, and the senior engineers spend their time on the ones that genuinely need judgement.

Multi-branch healthcare

The situation:: Each branch handles patient enquiries in its own way, so counsellor conversion looks very different between locations and nobody can tell whether it is the method or the catchment.
How it applies:: The enquiry-to-consultation process is documented once, with a call structure, a follow-up sequence and definitions for every stage, then rolled out and tested branch by branch.
Likely benefit:: Branches are compared on a common method, and the practice used by the strongest counsellor becomes the standard rather than a personal talent.

Real estate and property

The situation:: Site visits, follow-ups and booking paperwork depend on individual agents, so when an agent leaves mid-quarter their live buyers are effectively lost with them.
How it applies:: We write the enquiry, site visit, follow-up and booking procedures, define what must be recorded at each step, and build a handover checklist for reassigning a buyer.
Likely benefit:: A departure becomes a reassignment rather than a loss, and a new agent can pick up live buyers with the history in front of them.

Franchise and multi-outlet retail

The situation:: Outlets are opened faster than the head office can train them, so each new outlet learns the selling and service method from whichever manager was available that month.
How it applies:: The outlet revenue routine is documented as a single opening pack: daily selling routine, enquiry capture, customer follow-up, complaint handling and the weekly numbers to report.
Likely benefit:: A new outlet starts on the same method as an established one, and head office can see whether a weak outlet has a method problem or a location problem.

Financial services distribution

The situation:: Advisors follow their own sequences for documentation, verification and renewal reminders, which makes both compliance evidence and workload planning difficult to produce on demand.
How it applies:: Each step is written with its required records, permitted decisions and escalation route, and the glossary fixes what counts as a qualified and an active client.
Likely benefit:: Evidence for a review is drawn from a current library rather than rebuilt each time, and advisors work to one sequence that can be checked.

Facility management services

The situation:: Site surveys, proposals, mobilisation and monthly service reviews are run differently by each account manager, so renewals are sometimes discovered in the final fortnight.
How it applies:: We document the survey and proposal method, the handover into mobilisation, the monthly review agenda and a renewal procedure that starts a fixed number of weeks before expiry.
Likely benefit:: Renewals are worked on a written schedule, and a new account manager can take over a contract without the client having to re-explain history.

Proof

Work we can point to.

Kambar Group

The problem:: The sales effort depended on individual practice rather than an agreed and repeatable way of working, from planning through to closure.
What we did:: Gully Sales worked on the sales process through strategic planning, lead generation, sales enablement and closure techniques.
Over:
The result:: The case study reports improved sales processes and greater efficiency across planning, lead generation and closure.

Read the case study

How it is measured

Baseline: Before writing anything we record where you stand: how many revenue processes exist and how many have a current document, how long a new joiner takes to work unaccompanied, how complete records are, how long an enquiry waits for first contact, hours spent assembling reports by hand, and how far recent forecasts sat from closings. Where history is unreliable we count from the first clean month.
Reporting: Coverage and the overdue register are read monthly, with adoption, data completeness and response speed in the operating review. Conversion, forecast reliability and productivity are read quarterly.
Measurement period: Coverage and currency move within the first two months. Ramp time needs one hiring cycle, and conversion, forecast reliability and productivity need one sales cycle plus a month to mean anything.

The metrics that matter here

Documentation coverage: the share of agreed revenue processes that have a current, owned document.
Document currency: the share of documents reviewed within their stated review period.
Data completeness: the share of open records carrying the fields your written definitions require.
Lead response speed: hours from an enquiry arriving to a genuine first contact under the written rule.
Ramp time: weeks from a new joiner's start date to their first unaccompanied piece of revenue work.
Lifecycle conversion, stage by stage, read against the stage definitions the glossary now fixes.
Automation and workflow adoption: activity recorded where the documented procedure says it should be.
Forecast reliability: the gap between forecast and closing, once every stage means one thing.
Reporting time: hours spent each month assembling management reporting by hand.
Revenue productivity per seller, read over quarters rather than months.

Questions buyers ask

Before you enquire, the answers you will want.

What information and internal involvement does revenue process documentation need from us?

We need read access to your CRM and the tools your teams work in, any documents or sheets that already exist, and time with the people who actually do the work. Expect short observation sessions with sellers and support staff, two or three hours from leadership at the start, and a named owner able to settle differences in practice. Testing the drafts needs a few hours from people willing to follow them exactly.

How long does a revenue process documentation engagement take?

It depends on how many processes are in scope and how many teams and systems they cross. A focused assessment is short. A core set of documents takes longer, and a full library longer still, because observation and testing cannot be rushed without producing pages nobody uses. We size the work after the first conversation and put the sequence in writing, with the highest-risk processes documented first so value arrives early.

We already have SOPs that nobody reads. How is this different?

Most unused SOPs share three faults: they describe an ideal process rather than the real one, they are too long to consult during work, and nobody owns keeping them current. We write from observation of live work, size each page for the moment it is needed, test every document with somebody who did not write it, and put an owner, a version and a review date on each one.

How is the success of documentation measured?

Firstly on coverage and currency: how much of your revenue work has a current, owned document, and how much of the library is reviewed on time. Then on use: whether new joiners reach unaccompanied work sooner, whether records are more complete, and whether enquiries are answered within the written rule. Conversion, forecast reliability and reporting time are read later, over a full sales cycle.

What will you not write for us?

We document processes; we do not redesign your operating model, build dashboards or implement software inside this engagement, though we will name what needs fixing and can quote it separately. Finance, HR, legal and production procedures are outside scope unless they sit directly on the revenue path. We also do not write documentation for a process your leadership has not yet settled.

Should we document our process before or after we buy a CRM?

Before, wherever you have the choice. A CRM configured around an unsettled process makes the confusion permanent and expensive to undo. Written procedures and definitions tell an implementation partner exactly what the system must carry, which shortens the project and reduces rework. If a CRM is already live, documenting the real process first still makes any later change safer.

Who owns the documents after you finish?

You do. The library sits in a tool you already own, every page carries one of your people as its owner, and the register that tracks review dates is handed to a named person in your business. Before we step back, your team publishes at least one updated version themselves, because the ability to maintain the library matters more than the documents we wrote.

Will documenting the process make our sellers feel policed?

It should not, and how the work is introduced decides that. We document what your good performers already do, credit them for it, and write the standard from their practice rather than imposing one from outside. Sellers usually welcome checklists that stop them losing deals to forgotten steps. What they resist is paperwork with no purpose, so we cut anything that only serves reporting.

3 more questions

How detailed should a written procedure be?

Detailed enough that a competent new person can complete the task correctly without asking, and no longer. We test that directly rather than guessing. Steps, decisions and exceptions are written out; background, history and justification are kept short or moved elsewhere. Where a screenshot is faster to follow than a paragraph, we use the screenshot and delete the paragraph.

Can you document only one part, such as enquiry handling?

Yes, and that is often the sensible way to start. A single high-risk process documented properly and used daily is worth more than a full set written in a hurry. We usually begin where losing the knowledge would hurt most, prove the format there, and extend to the rest of the lifecycle once your team has seen it work.

What happens when our process changes after everything is written?

That is expected, and it is why the register exists. Each page has an owner who proposes the change, an approver, and a routine for publishing the new version and telling the people affected. Documents past their review date show on a monthly list. If your process changes often, ongoing support can keep the library current rather than letting it drift.

Talk to us

Find out how much of your revenue process exists only in people's heads.

Request a Revenue Operations Assessment and we will inventory your revenue processes, test what documentation already exists, and show you a sample procedure written from your own work. It is a conversation about how your business runs, not a sales pitch.

No obligation and no sales script
A reply from someone who does the work
Your details are never sold or shared

Get a free audit of how you sell, and a scored report of where the work is.

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