Building an autonomous B2B sales department

About the client
Engineering Solutions is an engineering company that provides comprehensive technical solutions for the B2B segment and private clients.

The company had a strong product, expertise, and demand. However, sales remained completely dependent on the owner.

Initial situation

All sales—from the first call to closing the deal—were handled by the owner.
Negotiations, calculations, presentations, meetings, correspondence—all went through one person. Leads came through word of mouth, exhibitions, events, and even after receiving the Grand Prix "NORDIC SPIRIT," but there was no system for processing them. After the exhibition, over 3500 contacts remained without structured follow-up.

Main problems:
• complete dependence on the owner
• lack of CRM and funnel control
• absence of a sales department
• inability to scale
• “stagnation” of quality leads
• low team throughput
• demotivating conditions for hiring

Company website "Ministry of Sales":
https://ministrysale.com/

All our cases:
https://ministrysale.com/#projects

Detailed description of this case:
https://ministrysale.com/engineering-solutions

Blog about systematic sales and building departments:
https://ministrysale.com/blog

The business was ready to grow, but sales became a “bottleneck.”

Our approach
We started not with calls, but with the foundation.
Building the sales system included:

1. Infrastructure
• searching for a new office
• arranging the workspace
• providing equipment
• preparing for CRM implementation

2. Hiring and launching the team
• opening vacancies
• processing about 50 candidates
• forming a team of 3 managers
• creating healthy internal competition

### 3. Training system

• LMS with video lessons and tests
• product training
• SPIN selling
• handling objections
• scripts for key segments

4. Building the funnel
• structure from the first contact to payment
• clear stages and deadlines
• communication standards
• lead processing algorithms

5. CRM and control
• CRM implementation
• telephony
• KPI control
• daily analytics
• communication history

We paid special attention to working with designers and architects (about 40% of the database)—developed separate scripts and a strategy for reaching decision-makers.

Results after 3 months
• complete removal of dependence on the owner
• creation of an autonomous sales department
• structured funnel
• organized work with exhibition leads
• launch of a stable cold channel

Key metrics:
3.1% — conversion to sales
×4.5 — sales growth
100% delegation of sales by the owner

Sales ceased to be a chaotic function and became a managed system.

Tools
• SPIN selling
• cold calls
• handling objections
• CRM
• KPI and analytics
• multi-level funnel

The project was implemented in collaboration with three specialists from the "Ministry of Sales" team:
Andriy Tymoshchuk — sales department building strategy, funnel architecture, KPI control
Kostiantyn Tripailo — process systematization, CRM, analytics, and structure implementation
Marta Protsenko — marketing strategy, database segmentation, and communication model

The project was executed as a team-based systematic transformation of the business, fully transitioning from chaotic sales to an autonomous department.