Your managers know what needs to change but never have the time to do it. So I become that function: an embedded program over four to five months that rebuilds how the whole team sells. You set the direction, I run the execution.
We agree the target KPIs upfront: win rate, discounting, pipeline quality, forecast accuracy. Everything is built backward from those.
Baseline, coaching, manager development, group training. Embedded with your team for four to five months. No status meetings, just the work.
Live KPI tracking and sign-offs at three milestones. You always know where it stands without chasing an update.
The structure is consistent. The content is built entirely around what the baseline reveals and the KPIs agreed with the VP+ at the start.
Before anything is built, I map the real gaps — rep by rep, manager by manager. I start with a commercial maturity assessment to understand the company's processes, pipeline quality, and management structure. Then intensive call reviews (minimum 6 per rep), KPI analysis, and manager shadowing. After 2 to 3 weeks I present findings to the VP+ for sign-off, then hold individual sessions with each rep to share my assessment and agree their North Star coaching KPIs — creating explicit buy-in before coaching begins.
Before individual coaching can work, the team needs a shared language and a common quality bar. The first group training is built around the most commonly encountered issues from the baseline — every example comes from the team's own calls. A second training block follows 6 to 8 weeks later as new focus areas emerge from the ongoing coaching work.
After the first training, the weekly rhythm begins — alternating between group training, 1:1 coaching, and group coaching sessions. Each rep works on one North Star KPI per month with structured homework between sessions. Managers are coached in parallel: high-touch shadowing and direct feedback in month one, moving toward independent execution by month three. By then, managers are running their own sessions using the same framework.
The goal is a system that runs without external input after the engagement ends. By this point managers are coaching independently. The final phase documents everything built and hands it over so the work persists — and new hires ramp into the same standards from day one.
Standard sales training on its own is usually not the strongest fit for the SLIM subsidy. The SLIM scheme is designed to stimulate learning and development in the workplace and to help organisations build a more future-proof learning culture.
That is why the Sales Excellence trajectory is a better match than a one-off training. It is not positioned as "sales training", but as a structured development programme that improves the way a commercial organisation learns, works, coaches, and performs over time.
The programme typically includes analysis of current sales capabilities, call and CRM reviews, manager enablement, structured coaching routines, improved sales methodology, and skill development across the team — aimed at lasting organisational improvement and the sustainable upskilling of employees, which is much closer to the intent of SLIM than a standalone workshop.
Final eligibility always depends on the specific application, company situation, timing, and subsidy criteria, so it should be validated with a subsidy advisor or the official SLIM application body.
Send me two calls. I'll show you where the gaps are and how to close them.