The situation
The founder of a family business with twelve salespeople still wins the biggest customers himself. He wants to step back, but every time he lets go, the quality of the conversations drops. Nobody can explain what exactly he does differently. There is a sales manager, but she steers on numbers, not on method.
The approach per building layer
- Building layer 1 · Sales foundation. Golden circle, promise in one sentence, company story and core values, captured in the founder's words and confirmed by the team. Plus the account matrix: which customers still deserve his attention.
- Building layer 5 · Organisation. Roles and job profiles from the DNA, a meeting structure with a fixed agenda and meeting reports, so the sales manager steers on how selling is done.
- Building layer 6 · People. Core values in behaviour and a conversation cycle: the founder still coaches, but on captured behaviour instead of on feel.
The first 90 days
- Weeks 1 to 3. Two workshops with the founder and the sales manager: golden circle, promise, story and core values. Dex turns the notes into a first proposal.
- Weeks 4 to 7. Capture roles, job profiles and meeting structure; the founder chooses which customers he keeps himself.
- Weeks 8 to 12. Core values in behaviour, start the conversation cycle, and the first sales meeting the sales manager leads herself on the method.
What you have then
A sales method that belongs to the company, not to one person. The founder can let go because he sees what the team works on and coaches; the sales manager has something to steer on besides the numbers. In a takeover or succession it is on paper.
This is a scenario: a recognizable situation, not an account of a specific customer.