What I've learned from looking at how companies sell
Companies usually come to us thinking they have a tool problem or a people problem: switch CRM, hire a sales director, bring in an agency. Each of those options is a bet on where the problem lies, and each one pays off in one case and costs a lot in the others.
What I see most often is something earlier: nobody has decided the rules of the game. Which stages the sale has, what moves an opportunity forward, why deals are lost, who owns each piece of data and what success means. If that isn't decided, a new CRM inherits the mess, and a good sales director spends their first months building the system instead of selling.
That's why we start from your figures, not from a recommendation. In the diagnostics we've run, the problem that mattered wasn't always the one we were called about: a CRM that was good enough, customers who weren't coming back, a channel nobody gave credit to.
Technology comes after people, process and culture. A system and a person don't compete: the system sets the rules so people can work without covering the gaps, and people do what no system can do, which is the relationship, the consultative sale and the trust. Our job is the system. The decisions are yours.
Carlos Estrada Fonseca