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Thorsten and his team knew how sales worked. What was missing was a scalable marketing and sales process. Performance marketing on Facebook and Instagram was beyond their expertise, and lead generation was still relying on their personal networks.

Together, we set up a structured marketing strategy and launched performance marketing. At the same time, we developed a scalable sales structure with in-house sales representatives on the team. We also created a completely new brand, including branding.

Sales were happening, but they were all handled by Matthieu himself. There wasn’t much scalability to that approach. The customer base was broad; while the market was roughly defined, it was still too vague to attract larger clients from the traditional SME sector.

In the first step, the customer approach was refined and the optimal market was clearly defined. Building on this, a sales system based on the principles of opening, setting, and closing was established. This made it possible to consistently convert leads from the new marketing efforts into customers.

Maurice was in the midst of separating from his business partner, including the buyout process. At the same time, traditional sales were ongoing, but without generating particularly high returns. The clients ranged from companies with three employees to those with 5,000, each with its own pain points, and the sales process was improvised on a case-by-case basis.

Weekly one-on-one check-ins with clear goals that addressed outstanding issues on an individual basis. In the fulfillment division, Kathleen was promoted to COO and now leads the team. The target audience was narrowed to companies with 50 or more employees, and the sales process was standardized and systematized.

Anton’s schedule was packed, and his mental capacity was tied up in day-to-day operations. Working on the company from a strategic perspective was out of the question because he lacked an outside perspective. He was left to fend for himself, with no one by his side who had already dealt with several such situations.

First, they conducted an honest assessment using a clear lever: Anton’s calendar. Step by step, this helped resolve the operational bottleneck and establish a second level of management. At the same time, the team established a rapid decision-making mechanism that replaced discussions with clear decisions.

Slatco had wasted a lot of money on lead generation agencies. Promises were made, but results were lacking; the leads rarely matched the target audience. In addition, there was room for improvement in processes, structures, and sales optimization. However, as a personal brand, he didn’t want to take on these topics himself because his core expertise lies on stage and in one-on-one interactions with customers.

Established a clean lead generation process that delivers qualified leads at a good price. Streamlined processes and structures within the company. Implemented continuous optimization in sales over several months. Two book sales funnels are running in parallel: “The 55 Laws of Peak Performance” and a second book, conceived in collaboration with the Growth Advisory Team.