Build the programme your team actually needs
Six modules. Select the ones that match the problem and I'll tell you what shape the engagement should take. The diagnostic usually reorders them anyway — that's fine.
Outbound engine
Build the pipeline machine: who you target, what you say, how often, and how much activity the number actually requires.
- ICP and tiering — which accounts deserve effort
- Trigger events and the three research sources that matter
- Cold email anatomy and a 5-touch, 12-day cadence
- LinkedIn plays: connection notes, voice notes, comment-first
- The activity maths: dials, replies, meetings, pipeline
What changes
A written outbound motion your team can run on Monday without you in the room.
Best for: Teams with no repeatable source of meetings, or an SDR function that just launched.
Discovery and qualification
Most 'pipeline problems' are discovery problems. This fixes the conversation that decides whether a deal is real.
- Layered questioning and the pain chain
- Quantifying impact in the customer's own numbers
- A qualification framework (MEDDIC-based) reps will actually use
- Multi-threading and finding the economic buyer early
- Call scoring rubric your managers can reuse
What changes
Fewer, better opportunities and forecast calls that stop being fiction.
Best for: Teams with lots of first meetings and a stalled second stage.
Demo storytelling
Stop feature-touring. Structure a demo around three moments that map back to what they told you hurts.
- The three-moment demo structure
- Command of the Message: current state, delta, desired state
- Handling the technical audience without losing the buyer
- Recapping pain before you show anything
- Closing the demo on a mutual next step
What changes
Demos that end with a next step rather than 'send me the deck'.
Best for: Founder-led sales and AEs who demo too early and too wide.
Objection handling
One repeatable loop — Empathy, Question, Rephrase, Answer — applied to every objection your team hears, including price.
- The four-step loop and why order matters
- The seven cold-call objections, word for word
- Price and discounting: trading, not conceding
- Gatekeepers: short, confident, no over-explaining
- Live drilling against your real recorded calls
What changes
Reps who stay in the conversation instead of arguing or folding.
Best for: Any team doing outbound, and anyone who discounts to close.
Negotiation and closing
Control the last two weeks of a deal — the part where margin and close dates are usually lost.
- Trading rather than conceding: the concession ladder
- Mutual action plans that the buyer co-writes
- Procurement and legal without losing momentum
- Handling 'we need to think about it' late-stage
- Close plans and forecast commitment language
What changes
Higher average deal value and fewer deals slipping a quarter.
Best for: AEs and founders closing deals above a few thousand a year.
Pipeline and forecasting
Stage definitions that mean something, hygiene that survives a busy week, and a forecast your board can trust.
- Exit criteria per stage, written down
- Inspection questions managers should ask weekly
- Coverage ratios and where the gap really is
- Deal reviews vs pipeline reviews — different meetings
- Manager enablement so it holds after I leave
What changes
A pipeline review that takes 30 minutes and tells you the truth.
Best for: Sales leads and founders who can't predict the quarter.
Nothing selected yet. Add the modules that match what's breaking and I'll suggest a format.