The first two phases are the setup, the last two are the ongoing work. Everything converges on corrective actions.
2-3 weeks
Understanding how the company sells today, before proposing anything: interviews with the entrepreneur and salespeople, ERP data extraction over the last 24-36 months, sales process mapping, analysis of the current control state.
Output: a diagnosis document with 3-5 concrete findings.
3-5 weeks
We build the control infrastructure: commercial budget (by salesperson, brand, channel, key client, with realistic seasonality), the right KPIs, A/B/C customer segmentation and the operational dashboard.
Output: a ready-to-use control system, with the internal contact trained.
Ongoing, by day 5-7
The heart of the recurring service: reading the numbers, root-cause analysis of variances, definition of corrective actions (specific, assigned, with a deadline) and review of the previous month's actions.
Output: a 5-10 page monthly report with numbers, findings and the corrective action list.
Ongoing, day 15-20
The operational differentiator: a quick read of process KPIs (visits, quotes, conversion), alerts on negative trends and micro-corrections on the fly. Even just a 30-minute call, before it's too late.
Output: corrections while the month is still happening.
The mid-month check: we don't wait until month-end to find out it went badly. We fix it while it's happening.Speed of feedback
