In 5 days, work out what to fix or build first and how to execute it over the next 90.
It’s more than a diagnostic.
5 Days to Scale is for the point where the team needs to get clear on what to fix or build first.
Use it when growth has slowed, pipeline is not converting, deals keep moving, or the forecast needs too much explaining.
Use it when the founder is still too involved in live deals and the team needs a better system underneath selling.
Use it when the next stage will stretch the current motion: hiring sellers, opening a new market, moving upmarket or adding a sales-led motion.
Best for B2B software and tech-enabled services teams with an active pipeline, a founder or revenue leader close to the number, and enough live deal evidence to inspect.
In five days, you leave with a clearer view of what needs to change first, what to build next, and how to execute over the next 90 days.
The system we inspect
We look across the parts of the sales system that decide whether growth is repeatable: demand, sales process, closing and expansion.
What are your killer use cases & outcome metrics?
How will you engage your customer with a differentiated POV?
How are you linking the magnitude of the problem to intent?
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How will you support the buying process to advance deals?
What are your stage gates, inspection rhythms and qualification model?
How have you codified what works?
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How do you prevent a status quo decision?
How do you create decision consensus?
Is your business case or proposal fully quantified?
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How do you prove value for your customers?
What are your win patterns and KPI’s?
Are you perceived as a vendor or partner?
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How do you prove value for your customers?
What are your win patterns and KPI’s?
Are you perceived as a vendor or partner?
Problems we solve
Where the system usually breaks. We're looking for the few things creating the most avoidable loss, not a long list of improvements.
Is the right pipeline being created early enough?
Are deals moving because buyers are committing, or because stages are being updated?
Are late-stage deals slipping once Finance, procurement or the CFO gets involved?
Are customers seeing enough value to renew, grow and become proof for the next deal?
What sits underneath
Is the market problem clear enough?
Is the value story landing in the right way?
Does the market know your solution solves the problem?
Are the right people in the right roles?
Are they showing the behaviours the sales motion needs?
Are they being coached in a consistent way?
Do the stages, qualification and CRM workflow match how deals actually move?
Are managers inspecting the right things?
Can the team repeat the winning pattern without the founder or sales leader carrying every deal?
Do you know which patterns are worth scaling?
Problem × People × Process → Repeatability
The 5 day sprint
Baseline outcomes
Interviews, pipeline audit & wins
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Problem, people, process & repeatability
ICP/killer use‑cases
Proof Review
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Root cause & 12 step problem analysis
Prioritised quick wins
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Problem, people, sales motion
Value proposition & messaging
People & hiring needs
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GTM Blueprint
90 day prioritised plan
Do it now pack
What we inspect - evidence, not opinions
ICP and strongest use cases
CRM truth and forecast inspection
Value story tied to buyer outcomes
Sales-to-CS handoff and expansion signals
Current stages and stage exit evidence
Win patterns and proof assets
Qualification model and buyer commitment
Hiring, role clarity and coaching rhythm
Pipeline quality, stage age and slipped dates
Repeatability of the current sales motion
Diagnose → Blueprint → Execute
A clear view of what is helping growth, what is getting in the way, and what needs attention first.
The decisions, stages, qualification standards and operating rhythm needed for the next 90 days.
What to do now, next and later with owners, priorities and sequencing.
Run it internally, or move into Closing OS Install if the system needs to be built and run with the team.
After the sprint
Use the blueprint to install the sales system with us over 90 days: stage architecture, playbooks, CRM workflow, coaching cadence, deal inspection and forecast discipline.
Use the blueprint and 90-day plan with your team. You keep the decisions, priorities and practical outputs needed to do it without us.
In 2 weeks we went from basic outreach activity to a fully formed GTM strategy for an international net new sales motion. This is a step change for our sales function and a central pillar to our new direction.
Metrics & evidence
We agree what will prove progress: pipeline quality, stage evidence, slipped dates, qualification strength, forecast confidence, win rate, cycle time and how each will be measured.
Inside 30 days, the first visible change should show up in how deals are inspected, qualified, updated, coached or forecast.
Leave knowing what to fix or build first
5 Days to Scale is the Design phase of Closing OS.
You leave with the diagnosis, GTM blueprint and 90-day plan. If you want us to build and run the system with the team, the next step is Closing OS Install.
Questions
Yes. 5 Days to Scale is the Design phase of Closing OS.
It can stand alone if you need a clear diagnosis and 90-day plan. It can also become the first step into Closing OS Install if the team needs us to build and run the system with them.
You have two routes.
You can run the plan internally with your team, or move into Closing OS Install if the system needs to be built into sales stages, playbooks, CRM workflow, coaching and weekly operating rhythm.
Remote works for most of the sprint.
We come together in person when it changes the quality of the work: diagnosis, alignment, leadership sessions or live deal work.