Standardizing Enterprise Sales Processes and Increasing Win Rates Through Rigorous Qualification

I would say that would be a really good fit if you've probably been educating yourself on how to improve your sales process and you've seen a lot of the theory and maybe you've read a book, maybe you've even worked with other consultants, but you feel like it hasn't actually stuck operationally and you're not necessarily actually doing the things that you should be doing. And you want to raise that consistency, but also quality bar to say, we're consistently dealing in, deal out. Doing those things that we know that we should do and we're doing them to a really high quality. I would say Ben can help with that. Hi, I'm Will, founder and CEO at SearchPilot, based here in London. So we'd been building our product market fit and had a number of large enterprise customers, but we hadn't quite succeeded in standardizing our sales process and particularly how we encourage deals through the gated stages of the pipeline and really being kind of rigorous about the flow. I think we came across Ben originally through a recommendation and through the network. So came in with a high degree of trust, but then also had a good grasp of what our business did, bringing his combination of not only the obvious sales skills, but the technical background and his kind of experience with technology was just a really good fit for what we needed, where we tried to bring processes and frameworks in and they just hadn't quite stuck and they weren't being used consistently. I think we immediately started noticing things in the qualification stages where... One of the big things we were trying to do was increase our win rate, but we were doing that not only by winning more deals, but actually by ruling out deals early if they weren't gonna be a good fit. So on the subjective end, we just feel like when we look back at deals from a year or 18 months or two years ago, we just kind of feel a little bit embarrassed about our approach to some of those things where we kind of realized that we'd kind of paid lip service to or attempted to use certain frameworks or certain approaches, but we hadn't done it in anywhere like. the rigorous way that we've been building out since then. What I think we felt then, especially strongly with Ben, was when his approach to the accountability was often to have us collectively review, for example, call recordings and actual work product from various different members of the team, including myself and other leadership team members. And even the peer-to-peer feedback of those sessions was valuable. But then he would also bring that layer of... I guess, strictness or discipline to the process that elevated it, that extra level. The excitement that came when we realized that we had a true enterprise deal right in our ideal customer profile that had run through the ideal process from the beginning. And we started to feel the excitement that came with, hey, like this thing looks like it might work. You can then look back and join those dots back from the hard work, getting the process in place through to those sparks of excitement. green shoots of growth to actually come to fruition.