What sales leaders say after working with us

Challenge

The team was losing an average of 45 minutes per seller per day to meeting notes and follow-up drafts. Deals were going quiet between stages because nobody had time to send a well-considered follow-up before a deadline passed. The sales manager had flagged this in two consecutive quarterly reviews but had not found a workable solution.

What We Did

We started with the Pipeline Listening Audit, reviewing three months of CRM data and four call recordings. The audit confirmed that note quality dropped significantly after meetings with more than two attendees. The Seller's Notebook Setup then deployed an AI assist configured specifically for multi-attendee meeting summaries, with an integrated stalled-deal nudge triggered at ten days of pipeline inactivity.

Outcomes

After the four-week pilot, three of the four pilot sellers reported spending less time on post-meeting notes. The stalled-deal flag surfaced two deals that had been inactive for over two weeks — both were re-engaged within the same month. The team moved to Quarterly Stewardship after the pilot closed.

Challenge

The company had deployed an AI assist eighteen months prior through a different provider. Usage had dropped off after three months and by the time they came to us, fewer than half the sellers were using it regularly. Leadership could not explain why — the original setup had not included any ongoing review mechanism.

What We Did

We entered at the Stewardship stage. The first monthly review included a series of short conversations with six frontline sellers — not a survey, but a structured listening session. What we found was that the assist's suggestions had started to feel generic after two months of use, and sellers had stopped reviewing them. We adjusted the configuration and redesigned the nudge triggers based on what the sellers described.

Outcomes

Within three months, active usage had risen from under half the team to six out of eight sellers using the assist at least three times a week. The quarterly seller session in the fourth month produced enough material for a meaningful brief to the head of sales, including two configuration changes and one process recommendation that was adopted by the team.