B2B Sales System Build
A 3–9 month engagement covering strategy, structure, management and enablement. The system is built with your team on live deals and handed to an internal owner.
Where it starts
After a B2B Sales Audit, the scope comes from the audit's findings. Straight from an introductory conversation, the first 2 weeks do the audit's work, and the proposal names them as such. When nobody inside can say why sales stalled, the audit comes first.
The 4 phases
| Phase | What it covers |
|---|---|
| Strategy | Who we sell to and who we don't: the segments and the offer for each, the value story, the price with a floor and the packaging, positioning against the competitors you lose to, the channels. |
| Structure | Who does what: the roles, the profile of the next hire and the selection funnel, the pay model, onboarding, and what the founder keeps doing in deals. |
| Management | How the pipeline is run: stage definitions and qualification rules, the weekly review, the metrics and the forecast, the negotiation map and the rules for discounts. |
| Enablement | What the sellers work from: the sales kit (target segments, elevator pitches, discovery questions, FAB+ analysis, objection handling), learned on live deals, and the customer side after the deal: handover, renewal, referrals. |
Documents take weeks; the months are for behavior to change. The artifacts of a phase are rebuilt in a week to about 2 months; the rest is your team changing how it works, with me in the room every week. 3 months hold 2 phases plus the weekly run; 4 phases in 4–6 months works when part of 1 phase already exists; all 4 take 7–9 months. The proposal names which phases are in.
How the weeks run
- Before week 1: readiness. Access to the CRM, the recordings and the numbers; the people who will give hours each week; a kick-off where every row of the project tracker gets a named owner and a date.
- Every week: 1 working session and a short report. The session runs on the live deals of that week: the stage definition is written on a real deal, the qualification rule tested on a real one, the pitch rehearsed for a real call.
- Each phase ends at a gate. What the phase was to produce exists and has been used on live deals before the next one starts. At the midpoint we review the scope and decide what happens after the project.
- The last month: handover. A system-ready check against the deliverables list, the handover session with the internal owner, and 3 checkpoints after the last session, agreed while the contract is live. The half-year one reads the numbers against the kick-off baseline.
Who does the work
I perform all consulting work personally. In a B2B Sales System Build, I work with your team on live deals and hand the working sales process to an internal owner. I go deep: I run pipeline meetings and join your customer meetings when needed.
Week to week: I run the sessions, write the stage definitions, the qualification rules, the pricing floor, the role profile and the sales kit with your people, and check each on real deals. Your team runs the deals, makes the hires and owns its rows of the tracker. For the CRM, I write the requirement; your technical people or a contractor configure it.
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.
Consultant, fractional sales leader or a hire: which one, and when
3 different jobs get confused under "help with sales". Which one you need depends on whether the system exists and on who will run it.
| Option | What you get | When it is the right call |
|---|---|---|
| A build with me | The system is built with your team on live deals in 3–9 months and handed to an internal owner. I go as deep as it takes, pipeline meetings and customer calls included, and I do not sell on your behalf. | The process has to be built or rebuilt, and it has to stay in the company after I leave. |
| A fractional sales leader | A senior seller who runs your sales function part-time and stays as long as you pay. In the US and Canada the average assignment lasts 9.7 months at 14.6 hours a week, and 88% work on a monthly retainer (Vendux, 2025 report on the fractional market). | A system exists and needs someone to run it, and a full-time head of sales is too early. |
| A full-time head of sales | Owns the function and the team every day. | There is a working system to run, enough deals and people to fill a leader's week, and the founder is ready to step out of the deals. |
Companies are choosing outside builders more often: requests for interim sales and marketing leaders grew 33% in a year and sales and marketing projects 25% (Heidrick & Struggles, 2026 High-End Independent Talent Report), while hiring in the US is 7.6% below last year (LinkedIn Workforce Report, August 2026). The 3 options combine: a build usually ends with the hire of the internal owner, and a fractional leader can run what I built. The 1 thing I don't do is run your sales function for you; that is the leader's job, and I say so before the contract.
What your team keeps
Everything built in the phases in scope stays with the team: segments and offer, pricing floor and packaging, pipeline stages and qualification rules, the weekly review format, metrics and forecast, role profile, selection funnel and onboarding plan, the sales kit, and the tracker that shows who owns which part. An internal owner is agreed before the end, and the handover session is run with that person. Your team may use the materials internally after the engagement ends. A phase outside the agreed scope is named as such, so nothing is assumed covered.
Good fit / Not the right format
Good fit
- Past $1M in revenue with 5–15 salespeople, and the need to rebuild is agreed.
- Entering a new market (US, EU, LATAM) and the sales motion has to be built for it.
- An owner or executive who sponsors the change and gives the team's hours every week.
- An internal owner, or the intention to hire one, who takes the system at the end.
Not the right format
- Nobody can say why sales stalled: the B2B Sales Audit first.
- The founder is still in every deal and there are no working materials: the 5D Sales Pack.
- Someone to run the sales function day to day: a part-time or full-time sales leader.
- Pre-revenue, or cash that does not survive a quarter without new revenue: a live pipeline comes before strategy, which is a different engagement.
What previous engagements produced: client results.
Request an introductory conversation
We go through your situation and I tell you whether a build is the right format, whether the audit should come first, or whether you don't need me. Scope and cost are agreed after that conversation. Or write to sales@vladbuyanov.com.
Request an introductory conversation →