The Challenge

The company had a healthy stream of inbound leads and strong brand awareness — a dream scenario for most go-to-market teams. Yet beneath the surface, sales operations were fractured and fragile.

There was no clear owner of the CRM, and salespeople each had their own approach to managing deals. Some used spreadsheets, others juggled notes in email threads. This lack of centralized structure led to:Sales performance wasn’t the issue — sales process was. And without foundational structure, the team couldn’t scale in sync with product delivery or support.

  • Inconsistent deal stages, making it difficult to understand where each opportunity truly stood.
  • Unreliable follow-ups, which caused promising leads to stall or go cold.
  • No single source of truth, so leadership had to rely on anecdotal updates and lagging indicators.
  • Low visibility into pipeline health, limiting the team's ability to forecast or make data-informed decisions.

The Solution

We approached the problem as a system-wide redesign — not just a tech fix, but a strategy to align tools, team behavior, and decision-making logic. The work unfolded in three key streams:

1. CRM Audit & Rebuild

We started by conducting a full audit of the existing CRM. What we found was a mix of outdated records, inconsistent tagging, and pipelines that didn't reflect how deals actually moved. So we:

  • Cleaned and standardized all contact and deal data.
  • Designed custom deal stages that matched the product-led sales motion — based on customer behavior, not just internal milestones.
  • Rebuilt the pipeline architecture to segment different types of leads and products, making it easier to prioritize and route deals.
  • Introduced automation rules to reduce manual data entry and ensure consistency.

This rebuilt CRM gave the team a clear, structured path for every deal — and eliminated ambiguity in reporting.

2. Reporting & Visibility Layer

Next, we addressed the leadership blind spot. Without live data, planning and decision-making were reactive. So we:

  • Built live dashboards to show pipeline velocity, deal value by stage, win/loss trends, and rep activity.
  • Created self-serve reporting for team leads — no more waiting on ad hoc exports.
  • Set up proactive alerts to flag stalled deals, long response times, or missed SLAs, so managers could step in early without micromanaging.

This gave leadership a real-time view into what's working, what's stuck, and where to focus — all without chasing updates.

3. Workflow Integration & Team Enablement

Finally, we made sure the tools worked for the team — not the other way around. We:

  • Connected the CRM with outreach tools, calendars, and internal task management platforms.
  • Documented new workflows and ran onboarding sessions to build team confidence.
  • Introduced standardized handoffs between sales and post-sale teams to ensure no customer fell through the cracks.
  • Built lightweight templates for follow-ups, demos, and discovery notes to reduce friction and improve consistency.

By the end, the team wasn’t just using a new system — they understood how it helped them close faster and collaborate better.

The Result

The transformation was not just operational — it became cultural. The CRM evolved from a chaotic contact database into the operating system of the revenue team.

  • Sales leaders gained instant visibility into the pipeline and team performance, improving weekly planning and forecasting accuracy.
  • Reps became more consistent in their process, leading to faster sales cycles and fewer lost deals.
  • Follow-ups were automated and trackable, helping the team stay top of mind with prospects.
  • Cross-functional handoffs improved, aligning sales, success, and delivery teams more tightly than ever.
  • Most importantly, sales operations scaled with the product, not against it.

What began as a tactical cleanup became a strategic enabler — helping the company sell smarter, not just harder.

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