Sales team onboarding · Sales
Get a new salesperson calling real customers, not still sitting through induction.
New salespeople often learn the job by sitting near someone experienced and picking things up. It works eventually, but eventually can mean months of lower productivity, and the quality of what gets picked up depends entirely on who happens to be sitting nearby.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Sales team onboarding is the structured programme that takes a newly hired salesperson from their first day to full productivity, covering product knowledge, pitch training, CRM setup and early coaching. GullySales builds the programme and its first ninety day timeline so new hires ramp up on a plan rather than by osmosis.
This service builds a proper onboarding programme instead. It sets out what a new hire needs to know about the product and the pitch, and in what order, across a clear ninety day timeline with structured coaching checkpoints. Ramp-up time shortens, and new hires reach a consistent standard rather than an inherited one.
The problem
Does this sound like your business?
What owners tell us on the first call, in their words.
“A new hire's first month depends on who happens to be free to help them”
Without a structured plan, onboarding quality depends entirely on which colleague has time that week, and it shows in inconsistent early performance.
“Nobody has a clear view of what a new hire should know by which week”
There is no checklist or timeline, so managers cannot tell whether a slow start is normal ramp-up or a genuine problem.
“CRM and process training is an afterthought”
A new hire learns the product and the pitch, then discovers later that half their deals were never logged correctly, because nobody walked them through the CRM.
What we do
Everything that is included.
Each deliverable, and what it gets you. Nothing here is an extra.
Ninety day onboarding plan
A week-by-week plan covering product knowledge, pitch training, CRM and process, and early coaching checkpoints.
Product and pitch training material
A structured curriculum a new hire can work through, rather than a stack of old decks and verbal explanations.
CRM and process walkthrough
Systems and process training built into the plan early, so bad habits are not formed before anyone notices.
Coaching checkpoints
Set points at thirty, sixty and ninety days to review progress against the plan and adjust support.
Manager onboarding guide
A guide for the hiring manager to run the programme consistently, so quality does not depend on the trainer available that week.
How the result is measured
- Time to first sale for a new hire
- Ramp-up time to full productivity
- CRM adoption rate for new hires
- Onboarding checklist completion
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.
- Businesses hiring salespeople with no formal onboarding programme beyond shadowing
- Companies with inconsistent early performance between new hires from the same intake
- Sales teams growing fast enough that informal, one-on-one onboarding no longer scales
- Businesses wanting a documented onboarding standard for a new manager to run
Not for
It is not the right fit if.
- You are onboarding a newly signed channel partner's staff, not your own hire. That is partner enablement, training and certification
- Your team is very small and hires rarely enough that a formal programme would be excessive
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 team onboarding work runs
- 1
Define the standard
What a new hire needs to know, and by when, defined based on what your best current performers actually learned early.
- 2
Build the programme
Training material, a timeline and coaching checkpoints structured into a usable onboarding plan.
- 3
Run the first cohort
The programme piloted with a new hire or small group, with adjustments made from what actually works.
- 4
Hand over to management
The programme documented and handed to hiring managers to run consistently going forward.
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.
How long should sales onboarding take?
Do you deliver the training directly to new hires?
How is this different from general sales training and development?
Can this be adapted for a remote or hybrid sales team?
How much does it cost?
How long is the contract?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
By industry
Sales team onboarding, written for your industry.
Related services
Often bought with this, or instead of it.
Read before you buy
- What a business development manager should do in the first monthA realistic first-month plan for a new business development hire: who to shadow, which list to build, which scripts to learn and why a meeting target should come from your own history rather than a round number.
- How to onboard a new hire so they tell others it was a good moveA first-day checklist, a named buddy and a first-month check-in, and why a new hire's first days shape whether they refer a friend later.
- How to train a new salesperson on your sales process: three real deals and a deal-reading sheetTeach a new salesperson your stages by walking through three past deals with a deal-reading sheet. Includes how to pick the deals, a first-question box, a first-week plan that points to a role-play exercise, and a sign-off checklist.
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.