Independent B2B Sales Audit

What I work from

• 1:1 interviews with everyone who talks to customers: operations and supporting functions first, the people the revenue leans on hardest last, because the early interviews teach me your trade.
• Call recordings, reviewed against a fixed rubric, with a log of red flags: no next step agreed, budget never asked about, a discount the buyer did not ask for.
• CRM data: pipeline extracts from which the funnel is counted: coverage against the target, conversion by stage, meetings per week.
• Financial reports: revenue and gross margin by product, segment and region, for the period since the last change in the business and never less than 3 months. They show where the money comes from; the cost side is not the audit's subject.

Interviews without recordings and CRM data are a legitimate choice with a known cost: the funnel is not measured, and the report says so as a gap rather than staying silent about it.

How the 3–6 weeks run

1. Week 1: framing and access. 1 call with whoever commissioned the audit settles why it is being bought, which inputs are in scope, who receives the report and what happens after. You name 1 person who opens access and chases calendars; the data request goes out that week.
2. The numbers week. The funnel is counted from your own figures, each with its source and date, filled in with me rather than estimated.
3. The synthesis week. What different people said is laid side by side, the process is traced to its root causes, and every finding gets its evidence level on a 3-level scale, so what 1 person said is never presented as a fact.

What the written result contains

• The question the audit was bought to answer, and the answer.
• The root causes, each with its evidence and its evidence level.
• Where deals stall in the funnel and by how much; what the recorded calls show against the rubric.
• The hypotheses the audit was bought to test, each with a status (confirmed, partly confirmed, reframed or refuted) and a confidence level, plus the findings nobody expected.
• An assessment of the team. As a former head of sales, I give my view of each person's potential for the changes ahead: motivation, loyalty, flight risk, what they bring to the next phase. It rests on what the interviews and the recordings showed; my intuition stays verbal. It is not a performance review, and it goes to the commissioning side only.
• An action plan on 3 horizons, the next 30, 90 and 180 days: the 3–5 actions that bring most of the result on the short horizon first, each tied to revenue growth and with its expected outcome, and a 4th list of the common market moves that would hurt you specifically. You can run the plan with me or on your own.
• Hypotheses and risks: what the evidence suggests but does not prove. Decisions and gaps: what is still open, what would close it, who owns it.
• The scope of a build phase if one is on the table; if not, a comparison of doing the fixes in-house or with me, with no sales pitch attached.

Judgments about individual people go to whoever commissioned the audit and nowhere else.

From evidence to finding

Who does what

A voice in a commercial team is recognizable, so I promise aggregation rather than anonymity: no quote in the report identifies who said it.

What the audit does not do

• It does not build the system; the audit ends with a scope for the build if you want one.
• It does not assess people in secret: written judgments about individuals go to the commissioning side only, and a respondent who asks gets a straight answer.
• It does not turn into consulting mid-interview: advice goes where it is asked for, after the interview is closed.

I do not guarantee a revenue increase. We agree the scope, deliverables and responsibilities before the engagement. The examples on this site describe individual engagements, not typical results.

Good fit / Not the right format

What previous engagements produced: client results.