The company had 2 salespeople, a product and a market — but the owner had no visibility into what was happening. We stepped in as outsourced Sales Director: new people, new tools, new process. Result: +30% new quotes in 3 months.
A well-established company on the Polish market, with a certified product and real demand. On paper everything looked good. In reality, the owner had a growing sense that the sales team wasn't delivering what it should — but didn't know why or how to check.
Two salespeople worked without any system — no CRM, no standardisation, no process. Everyone worked their own way. Calls were happening, emails were going out, meetings apparently too — but no one had a full picture of what was happening with enquiries, how many quotes were going out, how many came back as orders, and why some disappeared.
We entered with the Sales Director as a Service model — took over management of the existing team and started with an audit. A week of conversations, analysis of what existed, assessment of the people. One salesperson showed no prospects — we decided to make a replacement and ran the recruitment.
We implemented a CRM system and defined a sales process from enquiry through quote to order. Every step documented, every interaction tracked. The owner could see the pipeline for the first time — who was talking to whom, at what stage, and what was happening with each deal.
We standardised the quote template, introduced follow-up cadences, and set clear KPIs for the team: number of new contacts, quotes sent, follow-ups completed, and conversion rates.
"For the first time I could see what was actually happening in our sales pipeline. Before that, I was flying blind — I knew something wasn't working, but couldn't pinpoint where."
Within 3 months of implementing the new process and replacing one salesperson, the number of new quotes generated per month increased by 30%. More importantly: the owner gained full visibility into the pipeline and could make decisions based on data rather than instinct.
The cooperation ran for a full year — long enough to stabilise the team, embed the process, and hand over day-to-day management to an internal team leader.