SERVICES
Build the sales department, or let us run it for you.
Hiring salespeople is the last step, not the first. We design the sales function, recruit it, train it and manage it, under whichever employment model suits your business.
When a business needs a sales function
- Sales currently depends on the founder or one or two individuals.
- You sell well by relationship and cannot scale it.
- You have hired salespeople before and they did not work out, repeatedly.
- Demand exists but nobody owns converting it.
- You are entering a new market or launching a product that needs active selling.
- You want to sell more without taking on the full cost and risk of building a department from scratch.
Before we design anything
We establish what is actually being sold, to whom, at what price, through what cycle, against what competition, and with what margin. A sales structure that ignores deal size and sales cycle will fail regardless of who you hire.
We also establish what the business can realistically carry. A sales team is a fixed cost that produces variable revenue, and the gap between the two is where most sales builds collapse. We size the first team to what the business can fund while it proves conversion.
Designing the sales department
Structure and roles.
How many people, at what levels, doing what. Whether the business needs hunters, closers, account managers, telecallers, field sales, or a combination, and how work passes between them.
Targets and capacity.
What one person can realistically produce given your deal size and cycle length, and therefore what the team should be expected to deliver and when.
Compensation design.
Fixed and variable split, incentive triggers, and payout rhythm. Incentives are designed to reward the behaviour that produces revenue, not just the revenue itself, because the second alone produces short-term selling.
Process and pipeline.
Stage definitions, qualification criteria, follow-up standards, and what good looks like at each step.
Tools and reporting.
CRM setup, call and activity tracking, dashboards and the reporting rhythm that management will actually use.
Recruitment, onboarding and training
We source, screen and select against the profile the design calls for, not against a generic sales CV. Selection includes practical assessment, because sales interviews select for interview skill unless you design them not to.
Onboarding covers the product, the market, the customer, the objections and the process. Training then continues as an ongoing function, not a one-week induction: call reviews, role plays, pipeline coaching and field support.
Two ways to employ the team
Model A
You employ the team, we manage it.
The salespeople are your employees, on your payroll, with your contracts. PrymeX provides the agreed recruitment, training, monitoring and managerial involvement on top.
This suits businesses that want the team to be permanently theirs, that already have an HR function, and that are comfortable carrying the employment cost from day one.
Model B
We employ the team and deploy it to you.
The salespeople are PrymeX employees, managed by PrymeX, working on your business under an agreed scope and target.
This suits businesses that want to start selling without building an HR and payroll structure first, that want the performance risk managed by someone else, and that want the ability to scale the team up or down against proven results rather than against forecasts.
Choosing between them: The decision usually comes down to how much employment risk you want to hold while the model is still being proven. It is agreed in the proposal and can change over the life of the engagement.
Performance measurement and scaling
We agree the numbers that define success before the team starts: activity, pipeline, conversion and revenue, with the leading indicators weighted properly, because revenue alone tells you about last month rather than next.
We start small. The team scales when conversion is proven and the unit economics support the next hire, not when the plan says month three. Roughly three months is a realistic horizon to reach a committed target, and we will say so rather than promise faster.
Performance is reviewed monthly with you, in writing, against the agreed numbers.
Infrastructure and continuity
Sales infrastructure.
CRM, call systems, scripts, collateral, proposal templates and reporting, set up as part of the build rather than left to the team to improvise.
A dedicated point of contact.
One named PrymeX manager accountable for the engagement, not a rotating account team.
Long-term development.
The people on the team are developed over the engagement, so capability compounds instead of resetting with every departure.
Build the function properly, once.
Tell us what you sell and what you are trying to reach. We will tell you what the team should look like and which model fits.