Sales transformation consulting · Sales
The way you sell has stopped fitting the business, and the change needs an order and an owner.
The business grew on the owner's relationships, walk-ins and referrals. Now the range has widened, enquiries arrive from several places, and a few people sell in different ways. The old model worked once, and no one has written down what replaces it.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Sales transformation consulting changes how a whole sales function works when the old model no longer fits, such as moving from owner-led to team-led selling. GullySales reviews how you sell today, sets the target model, sequences the changes, names what to stop, and assigns each change to a person.
We start by describing how selling really happens today: who brings in orders, where enquiries land, how quotes are approved, and what the team records. Then we set the target model and put the changes in an order, because a new CRM, a new incentive and a new team structure cannot all start in the same month.
Designing the deal stages alone is sales process design and implementation. Lifting this quarter's results inside the current model is sales performance improvement. The owner stepping back from selling is founder to sales team transition. This service is for when the model itself has to change.
Who it is for
This is written for you if these sound familiar.
- Owners whose business still depends on their own relationships and want selling to run through a team
- Manufacturers and dealers moving from walk-in and referral orders to an enquiry-led model
- Firms that began with one product and now sell a range to different buyers
- Hospitals, clinics and schools that grew by word of mouth and now handle enquiries across several channels
- Sales heads who inherited a team built for the old business
Not for
It is not the right fit if.
- Your model works and results have dipped. Sales performance improvement is the closer fit.
- You only need deal stages and a pipeline. Sales process design and implementation covers that alone.
- No one in the business can own the change. We design it and coach it, but a person on your side must carry each change.
The problem
Does this sound like your business?
Common situations this work addresses.
“Everything still goes through me”
The team can follow up, but pricing, special orders and key accounts wait for the owner. The business has outgrown one person's diary.
“Our new products do not sell the old way”
The range is wider, but every salesperson pitches the same item to the same buyers. Newer lines have no named buyer, no pitch and no owner.
“Enquiries come in but nobody owns them”
Calls, WhatsApp messages, portal leads and walk-ins land with different people. Some are answered the same day and some are never recorded.
“We tried a CRM and the team went back to notebooks”
The tool arrived before the roles, targets and habits it needed. People kept paying attention to what they were rewarded for.
What we do
The work we can include.
Each deliverable and the purpose it serves. Your written scope confirms what is included, who is responsible, and what it costs.
Current-state review
A written account of how orders actually arrive and close, built from your order book, enquiry records, quotes and conversations with the team. Gaps in the records are marked rather than filled by guesswork.
Case for change
A short document that says what in the old model has stopped fitting and what staying put costs. Your leadership team approves it before design starts.
Target sales model
A description of where enquiries come from, who handles each buyer type, how deals move, and what the owner still decides. It covers the roles, the stages and the handoffs to service.
Stop list
The habits, reports, discounts and manual steps that end when the new model begins. Each item names who stops it and what replaces it.
Change sequence
The changes in order, with the dependency behind each one. A role change may come before a CRM change, and an incentive change before either.
Change owner register
A named person for every change, with the behaviour expected of them and the record that shows it has happened.
Rollout plan for the first group
The first change goes to a small group, such as one branch or one product line. What that group learns is written up before the rest of the team moves.
How the result is measured
- Enquiries with a named owner
- Orders by source against the baseline
- Deals closed without owner involvement
- Share of the product range with a named seller
- Changes completed against the sequence
- Reverted behaviours by change owner
Recorded as a baseline before work starts, so every later report has an honest comparison.
Before you decide
Agree the work. Know how to judge it.
Sales transformation consulting: use these checks to prepare, choose the scope, and review what changes.
Bring the right evidence
Review orders by buyer type, offer, and route to market. Include lost proposals and capacity limits so the plan reflects what the team can actually sell and deliver.
Make the scope clear
Choose the target buyer and offer before setting activity targets. Agree responsibilities for finding opportunities, qualification, proposals, and the final commercial decision.
Check the work in use
Check whether the plan explains where the next suitable opportunities will come from and why buyers would choose you. Each priority needs an owner and a way to review progress.
Know when to change course
If the target assumes more delivery capacity or selling time than exists, change the plan. Raising the target does not create either resource.
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 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
Scope agreement
You send the requirements brief and we talk through what the old model was and what has changed. Scope, fee and term are set in writing before work starts.
- 2
Current-state review and baseline
We read your records and speak to the people who sell, quote and deliver. You confirm the baseline and the case for change.
- 3
Target model design
The leadership team chooses between options with trade-offs written down. Nothing is built until you approve the target model.
- 4
Sequencing and ownership
We order the changes, mark what stops, and name an owner for each. You approve the sequence and agree what evidence shows a change is complete.
- 5
First-group rollout
The first change starts with one team. We review what worked, adjust the design, and then agree which group moves next.
- 6
Adoption review
We compare records against the baseline and the target model. Reverted habits are listed with a decision on each, either to correct them or to change the design.
Before you hire anyone
Do this first yourself.
Write down how orders really arrive and close today before you decide what to change.
- List your last twenty orders and note who found the buyer, who quoted, and who agreed the price.
- Note every place an enquiry can land: phone, WhatsApp, portal, walk-in, referral.
- Write down which decisions still wait for you and why.
- List the products or services that have no named seller.
- Name what your team is paid and praised for, and check it matches the behaviour you want.
- Write one sentence on what has stopped fitting in the old model.
Judge any provider
What to ask any provider of this service.
Useful whoever you choose, including us.
- What records will you read before you describe our current state?
- How will you decide the order of the changes, and what depends on what?
- What do we stop, and who owns each stop?
- How do you test a change with one group before the whole team moves?
- How will you tell a change that has taken hold from one that has reverted?
- Which decisions about people, pay and tools stay with us?
Where this fits
Three pieces of sales work, in this order.
This work sits inside sales process design, at stage 0, foundation. The audit comes before it, and sales management keeps it running.
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.
Step 2 · you are here
Sales process design
One written way to sell, from first enquiry to repeat order.
Start here if every salesperson sells differently.
Step 3
Sales management
A target, a review routine and someone who owns the number.
Start here if the team has targets and no routine.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
How is this different from sales performance improvement?
Will you replace my sales team or my CRM?
What if the team resists the change?
Does this apply to a clinic or a school?
What will it cost and how long will it run?
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 transformation consulting, written for your industry.
Related services
Often bought with this, or instead of it.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
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