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Organisation

Unlock stronger, more predictable growth by targeting the right prospects and customers, strengthening sales visibility, and optimising profitability across your entire customer portfolio

Drive revenue growth by enabling sales management to set strategy and coach the performance of a team with the right balance of skills to acquire new customers, grow existing accounts, and build long-term customer value

Why this is important

  • Sales management provides direction, coaching, and performance discipline
  • Sales roles such as hunters, farmers, and specialists ensure the right skills are applied at the right stage of the customer journey
  • The overall structure and team size determine whether the organization can effectively cover its market, meet customer needs, and scale without burnout or missed opportunities
  • When these components are aligned, the sales function becomes more predictable, productive, and capable of delivering sustained growth.

How to Grow Better and Faster

Sales Management

  • Define the commercial outcomes required to determine the right leadership role (Sales Director, CCO, or CRO)​
  • Evaluate the required sales enablement roles such as revenue ops, GTM engineer, commercial analyst, data lead, CRM champion​
  • Set the appropriate scope of authority across sales, marketing, and customer success​
  • Review the end-to-end customer journey to identify performance gaps requiring stronger oversight​
  • Assess growth stage and revenue complexity across acquisition, expansion, and renewals to define commercial needs​
  • Identify signs of execution risk such as pipeline inconsistency, silos, or poor handoffs​
  • Decide whether the organization needs a strategic commercial leader or a hands-on operator​

Sales team roles

  • Define the revenue model and customer segments to determine where hunting and farming are required​
  • Establish clear sales role archetypes for new business and account growth​
  • Assign ownership and handoffs across the customer journey​
  • Align roles to the required sales motions and deal complexity​
  • Recruit for complementary hunter and farmer skillsets aligned to role objectives​
  • Enable teams with tailored onboarding, playbooks, and systems to support handoffs [hyperlink to right competencies dimension] [hyperlink to right processes and systems dimension]​
  • Set KPIs and incentives aligned to each role’s purpose

Structure and size

  • Align sales activities to the primary value driver (product expertise, customer intimacy, channel leverage, or local coverage)​
  • Determine whether product or service complexity justifies specialized sales teams​
  • Segment customers to assess whether different sales motions or relationship depth are required​
  • Evaluate go-to-market channels to decide if a channel-based structure is warranted​
  • Assess geographic needs to balance local presence, efficiency, and market differences​
  • Ensure the structure scales with growth and aligns with adjacent functions​
  • Compare structural trade-offs including coordination, overhead, and span of control; as well as factors such as staff availability, local employment regulations and home working​

Case Studies

Helping a life sciences company integrate an acquisition

  • The company acquired a smaller company to expand its product portfolio. Both companies had established commercial and other functions.
  • We assessed the needs of the overall product portfolio in the market, such as customer overlap and buying journey, and designed a new ideal structure and roles. An assessment of both commercial organisations provided a gap analysis and transition plan to the new structure, including synergies and hire/fire recommendations.

Find out more

Read our Perspective on designing the right sales organisation for sustainable growth and/or get in touch with us