Use it to fix what's not working, or build what's next.
Five moments make the work relevant. The common thread: the team needs to get clear on what to fix or build first.
There's no real sales approach yet, or yours isn't working.
Growth has slowed and things aren't going to plan. Qualification and next steps vary by deal. What wins deals still lives in the founder's head.
First paying customers, first seller, or product-led to sales-led.
People love the product but nobody has paid yet. Hiring ahead of a shared way of selling. Selling has to become deliberate, not something that happens around the product.
Pipeline exists, but control is thin.
Deals slip while the forecast needs explaining. Stages mean different things to different sellers. Managers can't inspect every important deal in depth.
Moving upmarket: bigger deals, new markets, bigger buying groups.
Consensus, procurement and Finance now matter more. The value story and qualification need to sharpen. Bigger deals need a more rigorous approach.
New investment means a bigger number.
The money came with a target, and hitting it takes better sales execution than what got you here. Investors expect a system, not more effort.
Use 5 Days to Scale when the question is "what should we fix or build first?"
What you leave with
Five days of work. Four things you keep, whatever you decide to do next.
You'll know what's really going on.
Where the system is strong, where it's not, and what needs attention first, across product, people, process and repeatability.
You'll know exactly what to change.
The decisions, stages, qualification standards and operating rhythm for the next 90 days, written down and agreed.
You'll know who does what, in what order.
Now, next and later, with owners, priorities and sequencing. The team can start Monday.
You'll know whether to run it yourselves or with us.
The plan is yours either way. Run it internally, or have us build and run it with you.
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 what works without the founder or sales leader in every deal? Do you know what's worth scaling?
The 5-day sprint
Baseline
Discovery
Diagnosis
Alignment
Blueprint and plan
What we inspect: evidence, not opinions
We check the system underneath the number across ICP, value story, people, process, qualification and repeatability.
One view of the diagnostic. Illustrative, with sample data.
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.
After the sprint
Build and run it with us
Use the blueprint to build the fix into how the team sells, then run the weekly rhythm with us until it sticks: stage architecture, playbooks, CRM workflow, coaching, 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.
Not ready for a five-day sprint?
The Growth Score shows what's limiting your number and what to fix first: free, 8 minutes, report emailed to you. Or bring a live problem to the free one-hour Revenue Workshop.
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'll 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 have us build and run the system with them. 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.