II Consulting works on both sides of the line between selling and delivering. We help companies build a sales function that forecasts accurately, and an operation that can absorb what it sells.
Each of these gets diagnosed as a sales problem, so the response is usually more reps, a new CRM, or a bigger quota. None of those touch the actual cause, which sits in the space between the two functions.
Sales and operations are almost always managed separately and measured separately. We work on them together, because the failures worth fixing happen where they meet.
Two to three weeks of interviews, data review, and process mapping. You end up with a ranked list of what's broken and what each fix is worth.
A written plan with named owners and dates against every item. Short enough that people actually read it and use it.
We work alongside your team through the changes, or hand the plan over documented well enough that they can run it without us.
Over a decade spent inside the sales and operations of growing companies, rather than advising on them from outside. That includes scaling a technology company from $7M to $185M, and an industrial company from $100M to $150M.
Buyers of this kind of work are choosing a person rather than a firm, so engagements are run by the person you meet.
The work lands hardest with companies at a specific stage:
Thirty minutes, no preparation needed. Describe what's happening and we'll tell you whether it's the kind of problem we can help with.
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