Standardizing what matters without forcing every sales team into the same process
The problem
Across a global enterprise sales organization, different teams had accumulated overlapping content sources and inconsistent customer-engagement practices.
The instinct was to consolidate tools and introduce a common experience. But high-velocity selling, collaborative account management, and long-running enterprise relationships placed different demands on sellers. A universal process could have reduced the number of systems without making the work easier.
What I did
Working with Technical Sales leadership, I helped structure the problem into three connected areas: a consistent foundation for reusable content, better customer-engagement workflows, and continuity of customer context across the account lifecycle.
Instead of starting with a technology decision, we used representative selling motions and live field tests to examine which practices should be standardized and which needed flexibility.
Progress
The work established a phased direction for the shared foundation, informed live field pilots, and created clearer criteria for leadership decisions about broader adoption.
The larger operating-model transformation remains in progress.
Start with the selling motion. Let the technology follow.
