Lead to Inspire

Sales Processes and Tools

In any high-functioning revenue organization, process is what turns strategy into execution. As part of the integration, I led the design and deployment of a standardized sales process and a toolkit of supporting materials to ensure consistency across both the sales and customer success teams. Prior to the merger, each team had developed its own sales assets, were operating in different CRM systems, and had various reporting practices — often shaped more by long-standing habits than by intentional design.

This lack of alignment created friction internally, and confusion externally with prospects and current clients. There were multiple versions of collateral, inconsistent definitions of sales stages, and no shared process for how opportunities were tracked or handed off. We needed to create a single source of truth that would help the team move in unison.

I started by mapping the current-state workflows across both companies — from prospecting, to closing of a new logo, to customer handoff. This allowed me to identify gaps, redundancies, and misaligned terminology. From there, I worked cross-functionally to design a streamlined, end-to-end sales process that could be adopted across both teams and used as a foundation for training, reporting, and performance management.

I also created a centralized repository for pitch decks, case studies, competitive one-pagers, and integration roadmaps — all updated to reflect the joint offering and new go-to-market message. These tools were launched via a live rollout with demo sessions, office hours for adoption support, and a feedback mechanism for ongoing improvement.

One of the deliverables I can share with you is the new pitch deck the entire team is using to help guide conversations.

What I found during this phase was that process alone doesn’t drive change — adoption does. You can design the most elegant system, but if people don’t see how it makes their jobs easier or more effective, it won’t stick. That insight pushed me to involve frontline team members early and often. By co-building tools with them, rather than for them, we saw faster buy-in and better usability.

I also learned that standardization does not mean rigidity. The process needed to serve as a framework, not a constraint. There had to be space for nuance, especially in long-cycle or high-complexity accounts. I made sure to build flexibility into the templates while still providing enough structure for scale and measurement.

Finally, this phase reminded me how impactful visual communication tools can be. When people can see where a deal stands, how it’s progressing, and what’s expected next, collaboration improves. Moving the team to one CRM was a game changer and the opportunity templates and QBR materials didn’t just support selling — they also became coaching tools for managers and confidence-builders across the entire team. I began to see the team working together, using the tools and new resources rolled out to have meaningful conversations that supported each others successes.