Sales Diagnostics, Decision Architecture & Governance for Scaling Startups
We work with startups at moments where sales decisions begin carrying long-term consequences.
Sometimes things look fine.
Sometimes things already feel chaotic.
In both cases, the risk is the same:
important decisions are being made without enough structural clarity.
WHAT WE DO
We help startups force clarity in how sales decisions are made, sequenced, and governed as complexity increases.
Our work spans three modes:
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diagnosing how decisions are actually being made beneath performance,
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designing a clear, non-negotiable decision structure for sales,
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governing that structure so it doesn’t quietly drift over time.
We do not optimize activity.
We collapse ambiguity and close decisions.
WHY THIS EXISTS
Sales systems fail in two ways.
They fail quietly, when growth hides weak assumptions.
They fail loudly, when pressure exposes them.
In both cases, teams stay busy, deals may still close, and leadership reacts instead of deciding.
This work exists to intervene before reaction becomes the operating model.
WHAT THIS PREVENTS
Without deliberate decision design and governance:
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Different teams optimize for different outcomes.
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Metrics reward motion instead of foresight.
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Hiring compounds confusion instead of leverage.
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Founders either hold on too long, or step away too early.
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Course correction becomes political instead of logical.
The longer this runs, the fewer clean choices remain.
WHO WE WORK WITH
We primarily work with B2B startups, and selectively with D2C companies where sales and growth decisions are intensifying.
What matters is not the business model,
it is the point where sales decisions start becoming expensive to reverse.