The number everyone watches is rarely the number that is broken.
Closing ratio is visible and late. The losses that matter are usually upstream, in qualification and entry point, and nobody is looking there because nobody measures there.
Two weeks, your own numbers, and a written diagnosis.
Sometimes the finding is that training is not the constraint.
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A structured examination of where your sales performance is actually constrained, delivered as a written document to your leadership team before anything is designed or sold.
About two weeks from start to written findings.
Interviews onsite or live online, data review remote.
From a single team of eight to ten people, through to an organisation-wide review across divisions.
Salespeople, sales managers, sales leadership, and where relevant, L&D and the people who set targets.
Every diagnosis is run by a senior consultant, not delegated.
By the time it drops, the deal was usually lost weeks earlier.
A sales head sees the closing ratio every week, so closing is what gets blamed and closing is what gets trained. But the closing ratio is the last number in the chain. By the time it drops, the deal was usually lost weeks earlier: at qualification, at the point your team entered, or in a stage nobody measures.
Train the wrong stage and the programme can be excellent and still change nothing. That is the most expensive outcome in sales training, and the most common one.
You buy the programme the brief describes. Feedback is good. The number does not move, and nobody can say why.
You know which stage is losing deals, what it is costing you, and whether training is even the fix. If you need a programme, it is aimed at that stage and measured against it.
A Pune residential real estate company was sure it had a closing problem. Site visits were healthy and bookings were behind. But its CRM recorded a first site visit and a return visit as the same activity, so the one stage its salespeople fully control was invisible. Tracked separately, return visits had fallen to two in a month.
Closing training would have been aimed at the wrong stage entirely. Fixing the return visit came first, and bookings followed.
You spend your training budget on the stage that is actually losing deals, or you do not spend it at all.
Your leadership team gets evidence in writing that it can act on and defend internally.
You hear what your salespeople and managers really think, which rarely comes out in a review.
You get a baseline, so anything that follows can be measured against it.
You are about to spend on training and are not certain where the gap actually sits.
Performance is flat and the explanations offered are effort, price or lead quality.
You have run training before and it did not move the number.
Your team’s numbers are reported but nobody has read them against each other.
You need to justify a programme internally and want evidence rather than a vendor’s opinion.
Closing ratio is visible and late. The losses that matter are usually upstream, in qualification and entry point, and nobody is looking there because nobody measures there.
We interview them separately for that reason. Where both independently name the same gap without hearing each other, that is a finding rather than an opinion.
Target structures that reward the wrong behaviour. Selling time lost to administration. Managers who have never been equipped to coach. We name those even though training does not solve them.
A written diagnosis, presented to your leadership team, including findings that were not part of the original brief. It contains:
If the finding is that you do not need a programme, the document says so.
Where the diagnosis finds that targets rather than capability are the constraint, the work becomes Sales OKR Consulting.
You are here. Diagnosis is the first of five phases and the one every other phase depends on.
You can engage the diagnosis on its own, and some clients do.
Book a 20-Minute Diagnostic CallIt is scoped to the size of the review. Tell us the team size and the number of locations on the call and we will give you a figure. Where a programme follows, the diagnosis cost is discussed as part of the overall engagement.
More than most leaders expect. The interviews are confidential at the individual level and reported as patterns, not as attributed quotes. We tell the team that at the start, and it is why salespeople and managers are interviewed separately.
It is frequently the first finding. What your CRM does not capture is as useful as what it does, and defining a missing stage is often the first concrete output.
Yes, by sampling rather than auditing. The method confirms whether a pattern holds across the organisation, and the sampling approach is agreed with you before we start.
Then the document says so and we say so on the call. It happens, and it is the reason this is the first thing we sell rather than the thing we skip.
What percentage of your leads ever become a real opportunity?
What is currently measured in your sales organisation, and does it predict revenue or track activity?
When did someone last read your CRM numbers against each other, rather than one at a time?
If those are uncomfortable to answer, twenty minutes on the phone is a reasonable place to start.
Book a 20-Minute Diagnostic CallYou tell us what you are seeing. We tell you what we would look at first, and whether training is likely to be the answer.
Your own data, and interviews with your salespeople and managers, separately.
Built on your deals, with measures and review points agreed in writing before anything starts.
A sales performance diagnostic shows, in writing and in about two weeks, where your team is actually losing deals. It uses your CRM data, win and loss patterns and separate interviews with salespeople and managers, and it tells you honestly whether training is the fix.
Not sure where to start? Twenty minutes on the phone is a reasonable first step.
Book a 20-Minute Diagnostic Call
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