Lever 5 of 6 · Autonomous team
Hand over the selling that a few people carry alone today.
When sales rely on the managing director or a few experts, growth runs up against their calendars. I help hand over what works to your team, with clear roles, practice and objectives consistent with profitability.
Electrical engineer · Solvay Executive MBA · 5 years at AGC
You may recognise these situations in your team
The managing director takes the files back.
The profile that is both technical and commercial cannot be found.
A new hire watches without knowing what they can decide.
Responsibilities between sales and experts remain unclear.
Hiring
Preparing an effective hire
Before you hire your sales engineer, build the system they will need: a precise role, a written method, an onboarding path and delegated decisions. The new hire becomes useful sooner, and you know what you can entrust to them.
What the work on your sales team covers
01
Organisation and autonomy
Clarify roles, delegated decisions and when to call on an expert.
02
A sales method that can be handed over
Turn good practice into reference points and materials used every day.
03
Onboarding and practice
Role-plays and feedback on real deals.
04
Management and variable pay
Align follow-up and incentives with profitable selling, to be validated with management and finance.
Deliverables
- Map of roles and skills
- Short guide and case library
- Onboarding path and autonomy grid
- Pay options simulated on past deals
How to judge your team’s progress
We observe the quality of decisions, the managing director’s interventions and the use of the reference points in daily work. The number of documents produced or people trained does not prove autonomy.
Frequently asked question
Does this replace a hire?
No. The system makes the role clearer and the start in the role faster. It creates neither additional capacity nor decision-making power if the managing director does not delegate them.
A useful question
“If a colleague took over this deal tomorrow, what would they still have to ask you?”
Think of a responsibility to hand over or a hire to prepare.
Is your situation closer to one of these?
“We need routines to sustain this organisation”
“Our next salesperson will need to know whom to approach, and how”