Sales organisation design · Sales
One person still does five jobs because the team grew without a structure.
A sales team often grows by adding people to whatever structure existed when there were three of them. Nobody revisits the shape as it doubles or triples. Eventually one senior person is managing far more people than they can support, while roles overlap in confusing ways.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Sales organisation design sets how a sales team is put together: reporting lines, span of control, and whether the team is split by region, by product or by account type. GullySales designs this to fit your business as it is now, and where it is heading next.
We look at how the team is structured today and how it should be structured given your products, regions and account types. Then we design a clearer shape: who reports to whom, how many people one manager should support, and whether to split by geography, product or account size.
This is the macro-level structure. Once it is set, sales team structure and role definition works out what each individual role actually does.
The problem
Does this sound like your business?
What owners tell us on the first call, in their words.
“One manager oversees far too many people”
A single sales manager is responsible for a team that has grown well past what one person can coach and review properly.
“Two reps do the same job under different titles”
Roles overlap in confusing ways, while another responsibility sits with nobody at all.
“The structure does not match how the business actually sells”
A team organised by region struggles when most deals are won or lost on product expertise instead, or the reverse.
What we do
Everything that is included.
Each deliverable, and what it gets you. Nothing here is an extra.
Current structure review
How the team is organised today, mapped against actual reporting lines and workload.
Structure options
Two or three realistic structures, such as by region, product or account type, with the trade-offs of each.
Span of control analysis
How many people one manager can reasonably support, given the complexity of the role.
Recommended structure
A clear recommendation, with reporting lines drawn out.
Transition plan
How to move from the current structure to the new one without disrupting active deals.
Growth-ready design
The structure built with room to add headcount without needing another redesign soon after.
How the result is measured
- Span of control per manager
- Role overlap identified and resolved
- Time to fill a role under the new structure
- Team clarity on reporting lines
- Deals affected by the transition
Recorded as a baseline before work starts, so every later report has an honest comparison.
Who it is for
This is written for you if these sound familiar.
- Sales teams that have grown without ever revisiting how they are structured
- Businesses where one manager is responsible for far more people than they can support well
- Companies expanding into new regions or product lines and unsure how to structure around them
- Owners who suspect the current structure creates overlap or gaps between roles
- Businesses planning a significant increase in headcount that needs a structure to grow into
Not for
It is not the right fit if.
- Very small teams where a formal structure would add complexity without benefit
- Businesses needing individual role descriptions rather than the shape of the whole team; that sits with role definition
How it works
From your first message to the first report.
No open-ended retainer. Every step gives you something in writing.
First
Your brief
You tell us what you need in a few short steps: your business, what you want, where enquiries come from and how they are handled.
After the brief
A conversation and a written scope
We read it, then talk with whoever handles your enquiries. If you want our help, the scope, the fee and the reporting come in writing, and nothing starts before you have read them.
Before work starts
Baseline recorded
The numbers this work is meant to move, such as enquiries, quotations, orders, visits or renewals, written down so every later report has an honest comparison.
After the baseline
The first fix goes live
The fix we agreed to start with is put in place and measured against the baseline, whether that is a reply, a follow-up, a page, a listing or the handover between marketing and sales.
As agreed
Report against the baseline
What moved, what did not, and what changes next, in plain words. How often you get it is set in writing before work starts.
At renewal
Renew on the numbers
The term ends and you decide whether to continue from the results. The length is agreed in writing before anything starts.
How the sales organisation design work runs
- 1
Map the current structure
We document how the team is organised today, including informal arrangements.
- 2
Analyse workload and overlap
We identify where spans of control are too wide and where roles overlap or leave gaps.
- 3
Design structure options
Two or three realistic structures are built, matched to how your business actually sells.
- 4
Recommend and plan
A clear recommendation is made, with a plan for moving to it smoothly.
- 5
Review after implementation
The new structure is checked after a few months against how it is actually working.
Why us
Why owners pick GullySales over an agency.
Marketing and sales, as one job
Most agencies stop at the enquiry. We also fix what happens after it: the reply, the follow-up, the quote and the CRM.
The person on the first call does the work
No account managers in between. You are never handed to someone you have not met.
A baseline before anything starts
Your numbers are written down on day one, so every later report compares against something honest.
The fee in writing, split three ways
Our time, your media spend and production on separate lines. You always see what goes to us.
No guarantees we cannot keep
The term is agreed in writing and never a default twelve months. We never promise a ranking or a lead count, because nobody controls those.
One office, and we say so
Nagarbhavi, Bengaluru. We work across India by call and WhatsApp and travel when a session needs to be in person.
#257, 3rd floor, Sri Nanjundeshwara Complex, Nagarbhavi 8th Block, Outer Ring Road. How we work.
Engagement options
Ways to work with us.
Pick the size of commitment that fits. Every option starts with your brief and a conversation.
Option 1
The conversation on its own
A call after you send your brief. It says honestly whether you need outside help, and many fixes are ones your own team can make.
Option 2
One fix, scoped
Start with the fix that matters most, such as reply time or follow-up. The fee is in writing before anything starts.
Option 3
An ongoing programme
We run the work, report against the baseline, and you renew on the numbers. The term and the reporting are agreed in writing first.
Option 4
Guidance for your own team or agency
We plan, brief and check the work of your in-house team or current agency, instead of replacing them.
Your brief
Tell us what you need, and we will read it before we call.
Eight short steps about your business, what you want and who decides. Most questions are a tap, and you can skip any you would rather answer on the call.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
Will this mean restructuring roles for existing staff?
How is this different from sales team structure and role definition?
How often should the structure be revisited?
Do you help implement the new structure, or just design it?
How much does it cost?
How long is the contract?
How soon will we see results?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
By industry
Sales organisation design, written for your industry.
Related services
Often bought with this, or instead of it.
Read before you buy
- Sales team structure for a company of 20 to 50 peopleHow to organise selling in a company of 20 to 50 people: when to split hunters from farmers, inside from field, and when the first sales manager becomes necessary.
- The sales roles an SME needs, and the order to hire them inCaller, seller, coordinator, manager: which sales role to hire first in a small company, the sign that tells you it is time, and the hire that is a mistake too early.
- In-house, outsourced or hybrid: building a sales function on a small budgetHow the three routes differ in the shape of the cost, the control you keep and the speed you get, with a rule for choosing and a split some small firms end up using.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.