Departments work well – the handovers don’t
Sales, project management and accounting are each well organized. Information gets lost between them: commitments, special terms, payment terms.
Company size · Mid-sized companies
Structures that grow along with your company.
In mid-sized companies it is rarely about the offer – that works. It is about handovers between departments, grown tools, sales leadership and the margin of individual projects. And about introducing change step by step.
Analyze my shop
Initial consultation – we start with the handover that creates the most friction.
How you'll notice
Three friction points in the grown mid-sized company
Tools have grown, not been planned
Every department has its own system. Data is exported, imported, backfilled. An analysis across the whole process takes days.
Sales is administered, not led
There is a team, goals and reports. But no fixed rhythm in which pipeline, forecast and priorities are looked at together. Results hang on individual salespeople.
How we proceed
Step-by-step rollout instead of overhaul
Example process for a mid-sized company. Sequence and scope depend on the starting point.
- 01
Make handovers visible
We follow a typical order from inquiry to payment and mark where information gets lost or created twice.
- 02
Set the leading data source
For customers, opportunities and orders, it is determined which system leads. Other systems read along or get connected.
- 03
Introduce sales management as a rhythm
A fixed pipeline review with clear stages, forecast rules and responsibilities – first for one team, then transferable.
- 04
Make project margin transparent
Which projects carry, which cost? Rework, special requests and late payment turn into a view per project.
- 05
Expand what works
What has proven itself in one area is transferred to the next – with the adjustments needed there.
What you hold in your hands
Structure that gets used in daily work
Handover map inquiry → payment
The steps, systems and owners along an order – with the friction points marked.
Data ownership per object
Which system leads for customer, opportunity, order and invoice.
Sales rhythm with stage criteria
Pipeline stages, forecast rules and a review format that can be repeated.
Margin view per project
A simple overview of which projects deliver results and which tie up capacity.
Matching services
What we work with in mid-sized companies
- Sales ManagementSales management as a repeatable rhythm with metrics and reviews.Open
- CRM optimizationOrganize grown tools and set a leading data source.Open
- Cash ControlOrder, invoice and payment in one shared view.Open
- AI automationTake recurring handover steps off the plate once the process is in place.Open
Assessment
We don’t rebuild while operations are running. We build alongside and move over.
Step-by-step rollout means: every change is tested in one area before being expanded. No big bang, no system switch without a way back.
Frequently asked questions
Clearly answered.
Do we have to standardize our systems for this?
Not necessarily. Often it is enough to set the leading data source and define handovers. System changes are a later, separate decision.
How much time does this take from our managers?
Less than an internal project, because we start with one concrete order along the chain. Exactly how much depends on the number of people involved – we clarify that in the initial consultation.
What about our existing head of sales?
Sales management complements existing leadership with structure and rhythm. An external head of sales only comes into question if the role is vacant or is to be filled on an interim basis.
Matching services
