Building B2B sales systems in an engineering company
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.
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.
Kyiv 
Available for hire