The best works of freelancers in sales and lead generation on Freelancehunt — examples of work performed in sales and lead generation ― page 9

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300 USD
Rental of a psychologist's office in Kyiv

Lead Generation & Sales

You can find more details about the job here ⇩⇩⇩
https://drive.google.com/file/d/1nQCMU-wn_ZPmBLFIPV56BicYLADYJiNC/view?usp=sharing

sheremenkoartem
400 USD
Online store of residential proxy servers for business

Lead Generation & Sales

You can find more details about the job here ⇩⇩⇩
https://drive.google.com/file/d/1A3Ix-Me69jIl8_8gY3k9HjYhS3pfpIbh/view?usp=sharing

sheremenkoartem
400 USD
Interior design studio

Lead Generation & Sales

You can find more details about the work here ⇩⇩⇩
https://drive.google.com/file/d/1Oy__69Qd8Q7uNSWHZ_cYh6cHC4s2QVlq/view?usp=sharing

sheremenkoartem
400 USD
Legal services

Lead Generation & Sales

You can find more details about the work here ⇩⇩⇩
https://drive.google.com/file/d/1RVyS9yIfZ8NjONTcdxWGedxYdjM3N1jf/view?usp=sharing

sheremenkoartem
400 USD
Service for booking airline tickets

Lead Generation & Sales

You can find more details about the work here ⇩⇩⇩
https://drive.google.com/file/d/1fT4QezO6j3TVdPj7q5x_sPyxIwCU6m1b/view?usp=drive_link

sheremenkoartem
4801 USD
Building B2B sales systems in an engineering company

Lead Generation & Sales

01 // Problem

Sales were entirely dependent on the owner, which blocked scaling.

… At the time of the inquiry, the company had a strong product, stable demand, and high expertise. However, all sales, negotiations, meetings, presentations, and agreements were personally handled by the owner.

From B2B projects to private clients — all communication went through one person. Word of mouth brought leads, but there were no sales systems, CRM, or communication department. After exhibitions, events, and even after winning the Grand Prix "NORDIC SPIRIT," quality leads "hung" because there was physically no one to process them systematically.

This created a classic "bottleneck": the business was ready to grow, but sales were stagnant.

What blocked the launch of sales:

* the owner handled all communications manually (calls, correspondence, meetings, calculations), causing quality leads to be lost;
* over 3500 contacts remained unprocessed after the exhibition;
* lack of CRM, structure, and control — it was impossible to see deal statuses and manage the funnel;
* lack of time for in-depth work with the key B2B audience (architects, designers);
* absence of a sales team — the business was dependent on one person;
* low throughput: a significant portion of inquiries did not reach negotiations;
* demotivating conditions (old office, "warehouse" conditions) complicated hiring;
* previous attempts to scale sales yielded no results due to the lack of a system and manager training.

02 // Solution

Building systematic sales and launching the department from scratch. The goal was to relieve sales from the owner and create an autonomous department that independently generates, qualifies, and processes leads. We started with the foundation: analytics, preparing the space and equipment — and then moved on to hiring, training, CRM, funnel, and control.

In 3 months, we completely transformed the sales system:

* prepared the base for launch: found a new office instead of a "warehouse," created a comfortable workspace, and provided equipment (PCs, Windows, CRM, telephony);
* launched the sales department from scratch: opened vacancies, processed about 50 candidates in the low season, formed a team of 3 managers for healthy competition;
* created an LMS training system: video lessons, tests, practical tasks, training with suppliers, product materials, SPIN, working with objections, and scripts;
* built a new sales funnel from the first contact to payment with clear stages, deadlines, and checkpoints;
* implemented CRM and telephony: calls, work accounting, tasks, stages, analytics, communication history, daily reports;
* developed scripts for the key audience (designers and architects — about 40% of the base), integrated triggers from exhibitions and the "NORDIC SPIRIT" win, established outreach to decision-makers and worked with assistants;
* introduced daily KPI control: calls, conversion, consultations, appointments for calculations, average check, new leads;
* established work standards: algorithms, regulations, lead processing rules, consultation structure, sales techniques, and templates;
* completely removed dependence on the owner — all sales and negotiations were transferred to the team.

03 // Result

In 3 months, the chaotic sales function was removed from the owner and transferred to a systematic department that operates under clear processes: CRM, training, scripts, regulations, KPI control, and structured work with leads.

Systematization of processes, launching a new office, training the team, and a transparent funnel allowed for organized work with "hot" inquiries after exhibitions and launched a stable channel for cold sales. The company stopped losing potential clients and began to work with the database professionally and timely.

Key indicators
3.1% — conversion to sales
×4.5 — sales growth
Complete delegation of sales — an autonomous team instead of the owner's involvement.

Ministry_of_Sale
5024 USD
Building a sales department in B2B SaaS / HoReCa

Lead Generation & Sales

GetOrder — B2B SaaS product for automating orders in the HoReCa sector.

01 // Problem

… Sales were entirely dependent on the business owner.

At the time of contacting us, the GetOrder product was strong, demand in the market was growing, but sales were not scaling. The reason was the complete absence of a systematic sales department.

All key actions were performed by the owner:

* correspondence with decision-makers;
* onboarding restaurants;
* cold outreach to partners;
* negotiations and closing deals.

This created a classic "bottleneck": the business had the potential to scale, but there was physically no one to sell and process the flow of leads.

What blocked the launch of sales:

* the owner spent hours daily on cold contacts through social media;
* the owner's overload (product, operations, sales) reduced efficiency;
* five months of unsuccessful attempts to independently build a sales department;
* the hired manager could not build processes from scratch;
* low average check ($20–30/month), which did not cover sales costs;
* complete absence of CRM, scripts, control, and structure;
* chaotic correspondence with decision-makers, long responses, loss of contacts, and deal disruptions.

02 // Solution

Transition to systematic sales and increasing the average check by 5 times.

Our goal was to relieve the owner of sales and build an autonomous system capable of scaling stably.

In 3 months, we completely transformed the sales model.

What was done:

* built a sales department from scratch: selected strong managers from over 1000 candidates, conducted training, adaptation, and implemented work standards;
* launched cold sales as the main channel for attracting customers: developed scripts, tested hypotheses, and achieved a stable conversion rate of 2.5% in cold calls;
* implemented CRM and telephony: set up real-time control (calls, deals, tasks, stages, analytics, reporting for the manager);
* formed a new sales funnel — from the first contact to payment with clear stages, deadlines, and checkpoints;
* launched a training system (LMS): video lessons, tests, practical tasks, modules on the product, SPIN, handling objections, reaching decision-makers;
* implemented daily KPI control: number of calls, dialogues, conversion, deals, onboarding, average check;
* shifted the sales focus from small establishments to chain clients (10+ locations), which allowed increasing the average check by 5 times;
* developed sales standards: scripts, algorithms, regulations — managers work under a unified technology;
* completely removed dependence on the owner: lead generation, negotiations, and closing deals were transferred to the team.

03 // Result

In 3 months, the sales function was fully transferred to an autonomous team that operates under a clear system:

* CRM
* sales funnel
* telephony
* LMS training
* daily KPI control

Process automation made all stages transparent, and the transition to cold sales and a new model of working with clients significantly increased conversion and scaled the number of connected establishments and chains.

Tools

* SPIN selling
* cold calls
* handling objections
* sales funnel
* KPI and analytics

Key indicators
×5 — increase in average check
×2.5 — growth in sales
Complete delegation of sales — autonomous team instead of owner involvement

Ministry_of_Sale
4466 USD
Building a sales department from scratch in fashion retail

Lead Generation & Sales

Fashion Discount Group — a company in the fashion retail and B2B sales sector.

01 // Problem

… Sales were entirely dependent on the business owners.

Fashion Discount Group approached us during a phase of active growth with a key problem: there was no full-fledged sales department, and all agreements with stores and suppliers were handled personally by the owners.

This created a critical "bottleneck":

* the business was already ready for scaling;
* the flow of opportunities was increasing;
* but there was physically no one to sell and process requests.

Due to the lack of a sales system, the company:
* could not consistently build a partner network;
* did not scale in shopping malls and regions;
* had no predictable metrics;
* depended on the personal involvement of the owners.

What was stopping the launch of the team:

* previous unsuccessful attempts to hire managers;
* lack of understanding of how to make managers effective;
* absence of CRM, scripts, and work standards;
* issues with controlling a remote team in different cities without an office;
* fear of losing the quality of communication with partners.

02 // Solution

Building a sales department from scratch and scaling the business. Our task was to take sales off the owners and create an independent system that works without their constant involvement. We started from the foundation and completely rebuilt the sales model in 3 months.

What was done:

* built a sales department from scratch;
* recruited and launched 3 sales representatives in Kyiv, Lviv, and Dnipro;
* implemented CRM as the basis for business management (dashboards, analytics, warehouses, partner map, integration with telephony);
* created a new sales funnel from cold lead to deal with clear control stages;
* set up multi-channel lead generation (Google, social networks, exhibitions, visits, partnerships);
* developed sales scripts, SPIN questions, and communication standards;
* implemented daily KPI control and a transparent management system;
* conducted complete training and adaptation for managers (approaching decision-makers, bypassing assistants, working with objections, negotiations);
* completely removed the business's dependence on the owners in sales.

The result was not "heroic work by the owner," but a scalable system.

03 // Result
In 3 months, the sales function was fully transferred to the new team. The sales department in Kyiv, Lviv, and Dnipro operated as a single system:

* CRM
* funnels
* dashboards
* telephony
* daily performance monitoring

Automation made all processes transparent, and the team began to consistently attract partners and scale the client base without the involvement of the owners.

Tools
* SPIN selling
* cold calls
* handling objections
* sales funnel
* KPIs and analytics

Key metrics:
x3 — sales growth
Sales department in 3 cities — Kyiv, Lviv, Dnipro
Complete sales autonomy from the business owners.

Ministry_of_Sale
D.K. DENTAL CLINIC Dentistry

Lead Generation & Sales

A simple launch was needed, without management. The data presented were collected from the results. A 1 P MAX campaign was launched with segmentation for 6 services, as well as veneers (218 UAH per conversion) and braces (105 UAH).

oneill
5 USD
Online English language course

Lead Generation & Sales

Sales text for landing page
Product: Online English language course
Task: Increase conversion to applications.

… Master English in 3 months without cramming!
92% of our students start speaking after the first month.
Sign up today and receive a free conversation club as a gift.

Ulugbeksh1515
441 USD
Where were applications lost on the B2B website?

Lead Generation & Sales

The client had a B2B website with application forms, but some leads were being lost after submitting the form and never making it to sales.

Any changes to the structure or CTA raised concerns that conversion would decline.

… I analyzed the user journey from the page to the application and then to the lead being processed to understand where exactly the lead was being lost and what could be safely changed.

As a result, it became clear at what stage applications were being dropped, which elements of the funnel needed improvement, and which should not be touched.

letta_world
3900 sales of women's clothing through Instagram advertising

Lead Generation & Sales

What was done:
Launched a series of advertising campaigns in the Ukrainian market. Segments based on interests, gender, and age were used. Campaigns were built on seasonal demand, trending models, and simple offers. Creatives were adapted to the local visual culture.

Results:
… – 3,900 orders with an average cost of $4.50
– Advertising campaigns optimized for results
– Good response due to the combination of visuals and offers
– Maintaining the cost per purchase within the target indicator

maxim_sl1500

Lead Generation & Sales