HOW THE WORK CHANGES
You hired the team faster than you taught it.
The scaleup problem is not capability and not pipeline. It is variance. Every rep runs their own method, so ramp is slow, reviews are arguments, and the top performer’s approach never transfers to anyone else.
WHAT IS REALLY HAPPENING
The motion that got the company here was built for a market position it no longer occupies.
THE WORK
Put the work on your systems and inside your controls.
Measure variance, not heroics: time to productivity and dependence on the top two people.
Start with conversion — fixing how deals are run — then add demand generation once the conversion motion is proven.
Make governance explicit for the revenue leader, legal and finance functions behind the engagement.
THE SEQUENCING
Running demand generation and conversion at the same time when neither is calibrated is how the money gets wasted.
THE NEXT MOVE
Do not start with a programme. Start with the one live deal, account or operating problem that tells you where the motion is missing.
PRINCIPLES TO APPLY
The thinking behind the move.
02
Sales is a motion to be navigated, not a process to be followed.
A complex deal is a sequence of buyer decisions. The job is to read the moment, name the most important next decision and turn it into a move.
Read in the manifesto03
One size fits one — your position decides your motion.
A category leader, a challenger and a category creator face different beliefs before the first call. Position, stage, deal shape and buyer context decide the motion. The template cannot.
Read in the manifesto05
Nail it before we scale it.
Do not multiply a motion that is still dependent on a founder’s memory, a top seller’s instinct or a generic playbook. Capture how you already win, make it teachable and test it on live deals first.
Read in the manifesto