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?
Problems we solve
Where the system usually goes wrong. 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 in every deal? Do you know which patterns are worth scaling?
The 5 day sprint
Baseline
Discovery
Diagnosis
Alignment
Blueprint & Plan
What we inspect — evidence, not opinions
We check the system underneath the number across ICP, value story, people, process, qualification and repeatability.
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.
What you get
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
Install Closing OS
Use the blueprint to install the sales system with us over 90 days: stage architecture, playbooks, CRM workflow, coaching rhythm, deal inspection and forecast discipline.
Run it internally
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.
Frequently asked questions
The minimum is access to active pipeline, an honest picture of the current sales motion and a founder or revenue leader with authority to make decisions in the room. We will send a short pre-work brief before Day 1. The more honest the starting picture, the more useful the output.
Most teams move into a 90-day execution rhythm, applying the new process and qualification standard to live pipeline. Some continue with a full Closing OS Install. Others use Live Deal Coaching to apply the new approach to specific deals immediately. The 90-day plan built during the sprint is the bridge between diagnosis and execution.
A sales training programme teaches skills to a group using a fixed curriculum. 5 Days to Scale is a working sprint built around one business. The output is a GTM blueprint, qualification standard and 90-day execution plan built around your ICP, your pipeline and your commercial reality. The goal is execution, not education.