A market the team can actually serve
Which market, why it fits and what motion the current headcount can run become a deliberate answer instead of an inherited habit.
For companies with no stable system yetBuild
No system to diagnose yet? Build the operating model first.
For companies selling successfully without a system anyone could hand over. A CRM, sales stages and working routines can all exist and still not add up to one. Build makes the first operating choices explicit, written down, and owned.
€30,000 flat · scope agreed before work begins · comes before measurement
Deliverables
What you get
The first version of the system, not a finished one. What changes is how the company runs, not how much documentation it owns.
A name against every stage of the work
Demand, qualification, progression and the move into delivery each have someone accountable, so the company stops running on one person's memory.
Work that arrives ready at each border
What passes between marketing, sales, onboarding and delivery carries what the next person needs, instead of being reconstructed by whoever receives it.
Something leadership can steer on
A small set of measures that mean the same thing in two functions, and a review where someone present can change the answer.
Reasoning the next leader inherits
Each choice is recorded with what it assumed at the time, so it can be revisited on purpose when the assumption stops holding.
Process
How it works
Build is a working engagement, not a document delivered at the end. Kihon puts up the options and what each one gives up. The person who will be accountable for the result makes the call.
Access, before opinions
Time with the people who sell, deliver and support, alongside whatever the CRM, contracts and calendars already hold. What a record can answer is not put to an interview.
Choices made with their owner
Each decision is worked through with the person who will hold it afterwards, against the alternatives. Nothing is designed for a team that is not in the room.
Introduced on live work
The model starts on deals already in flight rather than a parallel pilot, so whatever does not survive contact appears while Kihon is still there to correct it.
Handover, then one review
Ownership transfers with the document. A single review is set far enough out to show whether the model held once support stopped, and that review closes the engagement.
Is this for you?
Who this is for
- You sell successfully, but every deal is run from memory rather than from a system
- The next hire would inherit habits, not an operating model
- Marketing, sales and delivery each reconstruct what the last function should have passed on
- Nobody can say which measure settles a disagreement between two functions
Already have a stable pattern to read? Start with the Diagnosis →
The mechanism
How a decided system changes what people actually do.
Build does not add effort to a commercial team. It removes the coordination each person was doing privately to compensate for choices nobody had made.
Nobody owns the seam
ICP, motion, roles, handoffs and cadence were inherited rather than chosen, so each transition depends on whoever happens to be paying attention.
UndesignedThe choices get made
Each decision becomes explicit, written down with what it assumes, and given an owner who can change it later on purpose.
Explicit, ownedExecution coordinates
A transition with a named owner and known evidence no longer needs the private re-asking that used to bridge it.
One motionA pattern accumulates
Every decision now has an owner and a point where it gets looked at, so the work leaves a record. Once the same decisions repeat, there is something to measure.
Readable patternNothing here is a prediction. The diagnosis that comes later is what tests whether the mechanism held.
What happens next
Build creates the system the other engagements later read.
Diagnosis
Once the model has run long enough to produce a pattern, the Diagnosis reads it: what is breaking, what it costs, what to change first.
Explore the Diagnosis →Operation
Where the finding justifies it, Operation carries the roadmap through inside the system Build created.
Explore Operation →Strain Check
Ten questions, two minutes. A first read on where the strain is likely to sit once something exists to read.
Take the Strain Check →Where this sits
Design comes first here. Measurement comes later.
01
Executive Workshop
Three hours, up to eight people who can change the system, before any evidence is gathered.
You own: The shape of the problem, in writing.
€6,000flat
Credited in full against a Diagnosis commissioned within 30 days.
02
Diagnosis
Usual entry pointInterviews, the operating records you already produce, and your own internal rates.
You own: Five outputs and one decision, not a deck.
€12,000flat
Six to eight weeks from evidence access to the leadership briefing.
03
Build
You are hereStrategy, roles, handoffs, process, data, governance and operating cadence.
You own: The first commercial operating model, and the reasoning the next leader inherits.
€30,000flat
For companies selling successfully without a system anyone could hand over.
04
Operation
The scoped Diagnosis, then implementation of its roadmap inside your own system.
You own: The change implemented, and measured against its own baseline.
€55,000flat
The diagnostic is included in this price rather than added to it.
05
Partnership
Recurring diagnosis, implementation support and capability development, cycle after cycle.
You own: Capability built into your own leaders rather than rented.
€7,500per month
Six-month term. A partnership that cannot end has stopped being useful.
06
Training
Sales execution, commercial leadership, system literacy and cross-functional coordination.
You own: A standard the team can apply without us.
€8,000flat
Applies where the capability gap has already been named.
Every figure is the engagement fee. The full set, with what each one includes, sits on the services and prices page →
FAQ
Build FAQs.
We already have a CRM and a small sales team, is this still Build?
Possibly. A CRM records a process, it does not design one, and tools are not the test. The test is whether the same deal moves the same way twice. If a stable pattern already exists, even an informal one, Diagnosis is the better start because there is something to read. If every deal is run from memory and the CRM is a filing cabinet, that is Build.
How much does Build cost?
€30,000 flat. That covers the access, the working sessions with the people who will own each decision, the model introduced on live deals, the handover document and one review set far enough out to show whether the model held. It is a flat price, not a starting price. Nothing in Build is presented as a euro figure for your system, because there is no baseline yet to measure one against.
What happens after Build is finished?
The system runs on its own for a period first. Once it has produced enough of a pattern to read, Diagnosis becomes the useful next step, not before.
Is Build included in Partnership?
No. Build sits outside the ladder rather than inside it, because Partnership assumes a system worth running continuously, and Build is for before that system exists.
Get started
There may not yet be a stable enough system to diagnose. That is where Build starts.
One call, thirty minutes. We will review what exists today, what does not, and whether Build is actually the right starting point for you.
Discuss the operating problem