Sales Playbook

Our Ideal Customer Profiles (ICP) & Situational Messaging

The four buyer personas, situational breakdowns, and segmentation.

#1. B2B Founder

A B2B Founder is the heart of the business. Their time is the company’s most valuable and most constrained asset. They are personally invested in every dollar spent and every deal closed. They live and die by growth.

Universal KPIs: Monthly/Annual Recurring Revenue (MRR/ARR), Customer Acquisition Cost (CAC), Lifetime Value (LTV), Cash Flow & Burn Rate, Lead Velocity.
Universal Jargon: MRR, LTV, CAC, PMF (Product-Market Fit), TAM, Bootstrapped, Runway, Churn, “Eating what you kill.”
Universal Day In The Life: A chaotic whirlwind of context switching. They start the day answering a support ticket, then try to write 5 cold emails, get pulled into a product bug discussion, jump on a demo call, and end the day trying to figure out payroll. They feel like they’re constantly putting out fires instead of building a scalable revenue engine.

Situational Breakdowns for the B2B Founder:

Situation A: The “Lone Wolf Larry”

Profile: Founder-Led Sales | 0 SDRs, 0 AEs | No Recent Funding | No CRM
Primary Pain Points:
- The Time Bottleneck: They are 100% responsible for both prospecting and closing. Every minute spent finding a new lead is a minute not spent closing an existing one.
- Opportunity Cost: They know they are leaving money on the table because they physically cannot do all the sales activities required to grow faster.
- Unpredictable Revenue: Growth is entirely dependent on their personal effort, referrals, or network, which is lumpy and impossible to forecast.
Dominant Desires:
- Leverage: To find a way to “clone” their prospecting efforts so they can focus on their highest-value activity: closing deals.
- A System: To build their first real, predictable lead generation engine.
Acute Fears:
- Burnout: That they will personally burn out from trying to do everything, and the business will stagnate.
- Wasting Cash: Spending their limited, bootstrapped funds on something that doesn’t produce a clear, immediate return.
Sales Angle / Value Proposition:
- Focus on Leverage & Time: “It sounds like you’re the engine of the entire sales process. Our goal is to take the most time-consuming part—finding and warming up new prospects—completely off your plate. This frees you up to focus 100% on what only you can do: run demos and close new business.”
- Focus on De-Risking: “Since you’re bootstrapped, the last thing you want is a big fixed cost. Our performance model is perfect for this. You’re not on the hook for a huge retainer or an SDR salary. You primarily pay for what you told us you need: qualified, meeting-ready leads.”

Situation B: The “Quarterback Quinton”

Profile: Founder Closes Deals | 1-3 SDRs | No AEs | No Recent Funding | No CRM
Primary Pain Points:
- Inefficient Investment: They’ve already spent money hiring SDRs, but those reps are likely working inefficiently—manually writing emails, using bad data, and spending time on low-value tasks instead of calling.
- Management Overhead: They have to manage an SDR team and close all the deals themselves, splitting their focus.
- Lack of Process: Without a CRM, tracking SDR activity and lead handoffs is a manual, chaotic nightmare.
Dominant Desires:
- ROI on Headcount: To make their existing SDR investment actually pay off by making them dramatically more productive.
- Better Leads for SDRs: To feed their SDRs warm, engaged prospects so they can spend their time on the phone setting meetings, not prospecting from scratch.
Acute Fears:
- Wasting Salary: That they are burning cash every month on underperforming SDR salaries.
- SDR Churn: That their SDRs will burn out from the manual grind and quit, forcing them to re-hire and re-train.
Sales Angle / Value Proposition:
- Focus on Team Amplification: “You’ve already made the smart investment in a prospecting team. Let’s supercharge them. We’ll handle the complex, top-of-funnel email work and deliver a stream of engaged prospects directly to your SDRs. Their only job becomes calling people who have already raised their hand, which will double or triple the number of meetings they can book for you.”
- Focus on Specialization: “You’re asking your SDRs to be expert copywriters, data analysts, and callers. We let them focus on what they’re best at—calling. We’ll handle the rest, turning your SDR cost center into a high-performance profit center.”

#2. The Sales Leader

A Sales Leader (Director/VP) is responsible for a team’s number. They operate under pressure from the C-suite and are obsessed with predictability, efficiency, and pipeline coverage. They think in terms of systems, processes, and ROI on headcount.

Universal KPIs: Team Quota Attainment, Pipeline Coverage (e.g., 3x-5x), Sales Cycle Length, Lead-to-Opportunity Rate, Customer Acquisition Cost (CAC).
Universal Jargon: Quota, Pipeline, Funnel, Forecast, MQL/SQL, Attainment, Comp Plan, SPIF, Stack Ranking, MEDDIC/BANT, CRM, TOFU/MOFU/BOFU.
Universal Day In The Life: A gauntlet of meetings: pipeline reviews defending their forecast, 1-on-1s with reps, and team huddles. They live in CRM dashboards, trying to diagnose stalled deals and figure out where next month’s revenue will come from. They feel like a firefighter, not an architect.

Situational Breakdowns for the Sales Leader:

Situation A: The “Full Cycle Sam”

Profile: Manages 1-3+ Full-Cycle AEs | No SDRs | No Active Hiring | No Recent Funding
Primary Pain Points:
- Misallocated Resources: Their most expensive resources—Account Executives—are forced to spend a huge portion of their time on low-value prospecting, which they hate and are often bad at.
- Empty Calendars: AE calendars are not full, which means they don’t have enough “at-bats” to hit their quota. This is their #1 complaint.
- Inconsistent Effort: Prospecting activity across the team is inconsistent because it’s the first thing AEs drop when they get busy with a live deal.
Dominant Desires:
- AEs Focused on Closing: To have their closers spend 100% of their time on what they were hired for: running demos and closing deals.
- Full Calendars: To remove the “I don’t have enough leads” excuse from their team forever.
Acute Fears:
- Losing Top Performers: Their best AEs will leave for a company with better inbound lead flow where they can make more money.
- Missing the Team Number: Failing to hit the forecast because of a lack of activity at the very top of the funnel.
Sales Angle / Value Proposition:
- Focus on Role Purity & Efficiency: “Your AEs are expert closers, not expert prospectors. Every hour they spend trying to find a lead is an hour they’re not moving a deal forward. We fill their calendars with a predictable stream of qualified meetings, allowing them to live in the bottom of the funnel and crush their number.”
- Focus on Leverage: “This is the highest-leverage investment you can make in your existing team. Instead of the massive cost and risk of hiring an SDR team, you can instantly give your AEs the pipeline support they need to be successful, all on a performance basis.”

Situation B: The “Director Dan”

Profile: Manages 3+ SDRs & 3+ AEs | No Active Hiring | No Recent Funding
Primary Pain Points:
- Inefficient Engine: They have a full sales “assembly line,” but it’s leaky and inefficient. SDRs are bogged down with manual email writing and list building. The cost-per-meeting is too high.
- Pressure to Do More with Less: They have a hiring freeze but are still expected to grow the pipeline. They must increase the output of their current headcount.
- The “Big Dumb Team” Problem: They have a high headcount and high cost base, but the results aren’t proportional. The CFO is starting to ask questions about the ROI of the sales team.
Dominant Desires:
- System Optimization: To fine-tune their revenue engine into a hyper-efficient machine.
- True Specialization: To create a pure assembly line: our service handles top-of-funnel prospecting, their SDRs become a dedicated “warm call qualification” team, and their AEs become pure closers.
Acute Fears:
- Being Seen as Ineffective: Being perceived as the manager of a high-cost, low-output team.
- Budget Cuts: Having the CFO look at their CAC and decide to cut headcount because the team isn’t efficient enough.
Sales Angle / Value Proposition:
- Focus on Optimization & Scale: “You’ve already built the machine; we’re here to add the turbocharger. We take over the most specialized and time-consuming part—scaled, personalized email outreach. This frees your SDRs from writing emails and turns them into a powerful team that only calls engaged, warm prospects. You’ll see a massive lift in meetings booked without adding a single dollar to your payroll.”
- Focus on Strategic Partnership: “Think of us as an extension of your team—a specialized ‘top-of-funnel’ pod that you can scale up or down on demand. This allows you to hit your aggressive pipeline goals even with a hiring freeze.”

#3. The Sales Development Leader

The Sales Development Leader (SDR/BDR Manager) lives and dies by the top of the funnel. Their entire job is to build and manage the engine that feeds the closers. They are judged on one thing: the volume and quality of qualified meetings they can produce.

Universal KPIs: Meetings Booked / Opportunities Generated, Meeting Show Rate, Sales Accepted Lead (SAL) Rate, SDR Quota Attainment, Email Reply & Call Connect Rates.
Universal Jargon: SDR/BDR, Cadence/Sequence, Show Rate, SAL, Discovery Call, Qualification, Cold Call 2.0, SalesLoft/Outreach, ZoomInfo/Apollo, Deliverability.
Universal Day In The Life: Their day is spent in the trenches. They’re listening to call recordings to coach reps, pulling activity reports from the CRM, trying to diagnose why reply rates suddenly dropped, and putting out fires when an AE rejects a lead their SDR passed over. They feel more like a babysitter than a strategic leader.

Situational Breakdowns for the Sales Development Leader:

Situation A: The “Under-equipped” Leader

Profile: Manages an SDR team but lacks a sophisticated tech stack (e.g., no sales engagement platform, poor data sources, basic CRM). The process is highly manual.
Primary Pain Points:
- Extreme Inefficiency: Their reps spend 80% of their day on manual, low-value tasks: researching prospects, building lists by hand, writing one-off emails, and logging activity in spreadsheets.
- Poor Data Quality: They are working with bad data, leading to high email bounce rates, low connect rates on the phone, and wasted effort.
- No Scalability: They cannot increase output without linearly increasing headcount, which is expensive and slow.
Dominant Desires:
- A “System” That Works: To implement a process that automates the grunt work and lets their reps focus on talking to prospects.
- Better Tools & Data: To equip their team with the infrastructure needed to be successful without a massive capital investment in new software.
Acute Fears:
- Team Failure: That their team will be seen as an expensive failure because they simply don’t have the tools to succeed.
- Looking Amateurish: Appearing unsophisticated to their VP of Sales and the rest of the organization.
Sales Angle / Value Proposition:
- Focus on “Infrastructure as a Service”: “It sounds like your team has the talent, but they’re fighting a battle with one hand tied behind their back due to manual processes. We provide the entire top-of-funnel infrastructure—the data, the tech, the copywriting, the campaign management—as a service. You get all the benefits of a world-class tech stack without the cost and headache of building it yourself.”
- Focus on Rep Productivity: “Imagine your reps walk in every morning to a list of people who have already engaged with a personalized email. Their job shifts from manual prospecting to high-value conversations. This is the fastest way to multiply the output of your existing team.”

Situation B: The “Underperforming” Leader

Profile: Manages an SDR team that has the tools (e.g., Outreach, SalesLoft, ZoomInfo) but is still failing to hit its meeting quotas.
Primary Pain Points:
- Stale Messaging & Low Reply Rates: Their outreach is generic and getting ignored. They don’t have the bandwidth or expertise to constantly test new angles, personas, and personalization strategies.
- Poor Lead Quality: The meetings they do book have a low show rate or are rejected by the AEs as “poorly qualified,” creating friction between the teams.
- Deliverability Issues: They are worried their domain’s reputation is suffering and that their emails are landing in spam, rendering their expensive tech stack useless.
Dominant Desires:
- Better Results from Existing Stack: To get a better ROI on the expensive software they already pay for.
- Higher Quality Meetings: To deliver opportunities that the AEs are excited to receive, restoring the SDR team’s credibility.
- A Strategic Edge: To find a new approach that cuts through the noise and gives their team an unfair advantage.
Acute Fears:
- The “Why aren’t we hitting the number?” conversation: Having their VP of Sales question their effectiveness and the team’s ROI, despite having all the “right” tools.
- AEs Losing Faith: The Account Executives giving up on the SDR team and going back to prospecting for themselves, making the SDR function redundant.
Sales Angle / Value Proposition:
- Focus on “Strategy, Not Just Tech”: “You’ve already invested in a great tech stack, but the best engine in the world is useless without the right fuel. Our expertise is in the strategy—the GTM messaging, the AI-powered personalization, and the campaign mechanics that actually get replies. We fill your expensive sales engagement tool with high-quality, engaged leads, maximizing the ROI on your existing investment.”
- Focus on Quality & Alignment: “We guarantee that every lead meets 4 pre-agreed qualification criteria before we hand it off. This ends the ‘bad lead’ debate between SDRs and AEs and ensures your team only spends time on opportunities that can actually turn into revenue.”

#4. The Marketing Leader

The Marketing Leader is responsible for the brand’s voice and for generating a pipeline of inbound interest. They are under constant pressure to prove the ROI of their budget and are always searching for new, scalable channels to drive growth.

Universal KPIs: Marketing Qualified Leads (MQLs), Cost Per Lead (CPL) / Cost Per Acquisition (CPA), Lead-to-Customer Conversion Rate, Channel-Specific ROI, Website Traffic.
Universal Jargon: MQL, SQL, CPL, CPA, SEO/SEM, PPC, TOFU/MOFU/BOFU, Nurturing, Marketing Automation (e.g., HubSpot, Marketo), Attribution.
Universal Day In The Life: Their morning is spent in dashboards: Google Analytics, LinkedIn Ads, and their marketing automation platform, trying to piece together a story from the data. They have meetings about content, brand, and a tense weekly sync with sales to review lead quality. They are constantly building reports to justify their budget.

Situational Breakdowns for the Marketing Leader:

Situation A: The “Paid Ads Addict”

Profile: The majority of their leads and budget are tied to paid channels like Google, LinkedIn, or Meta Ads.
Primary Pain Points:
- Skyrocketing Costs: Their CPL is constantly increasing, squeezing their ROI and making it harder to scale profitably. They are at the mercy of ad platform algorithms.
- Poor Lead Quality: They are generating a high volume of “form fills” (e.g., for a gated ebook), but the sales team complains that most are unqualified students, competitors, or tire-kickers.
- Channel Dependency: Their entire lead flow is vulnerable to a single point of failure. An algorithm change or a new competitor bidding on their keywords can cripple their pipeline overnight.
Dominant Desires:
- Channel Diversification: To find a new, profitable, and scalable lead generation channel to reduce their dependency on paid ads.
- Higher Quality Leads: To generate leads that are actively sales-ready, not just MQLs that need months of nurturing.
- Cost Control: To find a channel with a more predictable and controllable CPL.
Acute Fears:
- The ROI Conversation: The CFO looking at their ad spend and asking, “We spent $50k on ads last month. Where is the revenue?”
- The Pipeline Drying Up: Their primary ad channel stops working, and they have no backup plan, causing the entire sales pipeline to collapse.
Sales Angle / Value Proposition:
- Focus on Precision & Cost-Effectiveness: “Paid ads are like fishing with a giant net—you catch some good fish, but also a lot of junk, and it’s expensive. We’re like spear-fishing. We help you precisely identify your ideal customers—down to the job title and company size—and engage them directly. It’s a far more direct and cost-effective way to generate high-intent opportunities.”
- Focus on Diversification & Control: “This is the perfect way to de-risk your reliance on Google and LinkedIn. You get a completely new, scalable channel that you control, with a performance model that ensures your CPL is predictable and your budget is never wasted on unqualified leads.”

Situation B: The “Content & SEO Grinder”

Profile: Their strategy is heavily invested in long-term, organic growth through content marketing, SEO, and building brand.
Primary Pain Points:
- It’s Too Slow: SEO and content are powerful, but they take 6-12 months to show a real return. They are under pressure from sales and the C-suite to generate pipeline this quarter.
- Lack of Targeting: They can’t control who finds their content. They might attract a lot of traffic from the wrong personas or company sizes, which doesn’t translate to qualified pipeline.
- Attribution Nightmare: It’s difficult to prove the direct ROI of a blog post or a whitepaper, making it hard to defend their strategy when leadership wants immediate results.
Dominant Desires:
- Speed & Predictability: To add a channel that can generate qualified meetings in weeks, not months, to supplement their long-term organic strategy.
- Proactive Targeting: To be able to proactively go after their highest-value ICP segments instead of waiting for them to hopefully find their content.
Acute Fears:
- Losing Budget/Patience: Leadership getting impatient with the slow pace of SEO and cutting their budget to fund something with more immediate returns.
- Sales Losing Faith: The sales team viewing marketing as a “fluffy” brand-building exercise that doesn’t help them hit their number now.
Sales Angle / Value Proposition:
- Focus on “Adding an ‘And’”: “Your long-term SEO and content strategy is absolutely the right play for building a sustainable brand. We are the ‘and,’ not the ‘or.’ We provide the immediate, predictable pipeline you need to hit this quarter’s number and keep the sales team happy, which buys you the time and credibility to let your long-term organic strategy flourish.”
- Focus on Proactive Offense: “Content is a defensive game where you wait for people to come to you. We add the offense. We let you take your best-performing content and value propositions and proactively put them in front of a hand-picked list of your dream customers, sparking conversations today instead of waiting for them to rank on Google in six months.”

#Segmentation

Good Fit Segments

[ ] Technology Companies (SaaS, Hardware, or Services)
- [ ] Service Businesses with LTV > $20k
- [ ] Any Offer With Unique or New Mechanism
- [ ] Large TAMs > 20k addressable contacts, the bigger the better
- [ ] Demand Generation products/services (vs. Demand Capture)
- [ ] Anyone that’s raised money

#### Bad Fit Segments (Disqualify Immediately)

            - [ ] Any B2C or D2C Vertical (Targets people, not businesses)  
            - [ ] Low Ticket Offers or One-Time Sales (\<$5k LTV)  
            - [ ] Small TAM Size (\<20k Addressable Contacts)  
            - [ ] Markets w/ Geographical or Regulatory Constraints (TAM too small)  
                  - [ ] Example (geography): Hyperlocal service businesses, regional distributors  
                  - [ ] Example (regulatory): cannabis/CBD, alcohol, weapons, defense, government  
            - [ ] Offers Targeting These Personas:  
                  - [ ] Cybersecurity  
                  - [ ] IT Infrastructure  
            - [ ] Super Enterprise Products / Target Personas   
                  - [ ] Sales Cycle \> 12 months  
                  - [ ] ACV \> $1mm  
                  - [ ] Targeting Massive Companies  
            - [ ] Undifferentiated\*\* Offers In These Spaces  
                  - [ ] Software Development\*\*  
                  - [ ] Marketing Agencies\*\*  
                  - [ ] Horizontal Business Services\*\* (Accounting, Consulting, **Recruiting**)  
                        - [ ] **\*\*Undifferentiated** means no clearly unique mechanism, angle, area of focus, or client results  
- [ ] Audiovisual Companies  
- [ ] Wireless / Broadband / Internet Service Providers  
- [ ] Managed IT Services (MSPs)  
- [ ] Aggregators / Multi-Product Companies

Situations
Situation-Based Messaging Matrix here

[ ] Founder-Led Sales
- [ ] Lone Wolf Sales Guy
- [ ] Overwhelmed Marketer
- [ ] Struggling SDR Team
- [ ] Starving Sales Team
- [ ] Big Dumb Teams
- [ ] Recently Raised

Our Solution

- [ ] The Deliverables  
      - [ ] Meeting-Ready Leads  
            - [ ] 4 Qualification Criteria  
            - [ ] Delivery Format  
            - [ ] Estimated Volume  
      - [ ] Reporting Dashboard  
      - [ ] Update Calls Every 2 Weeks

      Fulfillment Process

      - [ ] Onboarding  
      - [ ] Infrastructure  
      - [ ] Segmentation  
      - [ ] Campaign Strategy  
            - [ ] List Building  
            - [ ] Copywriting  
            - [ ] Campaign Mechanics  
      - [ ] Lead Handoff

Our Results

- [ ] Case Studies  
      - [ ] DynamAI  
            - [ ] $1.2m in pipeline in 90 days  
      - [ ] Kazuhm  
            - [ ] 144 Meeting Ready Leads in 90 Days, 400+ MQLs  
      - [ ] Authvia  
            - [ ]   
      - [ ] Isotalent  
            - [ ]   
      - [ ] Emplicit  
            - [ ] 900+ leads over 18 months  
            - [ ] 16% of all new business Closed Won  
      - [ ] OLO Builders  
            - [ ] 5-10 leads / month in a tough niche (Franchise sales)  
      - [ ] Oppzo  
            - [ ] 65% of all new business pipeline  
            - [ ] \>$1bn in new loan pipeline sourced  
      - [ ] Project Frog  
            - [ ] 42 Qualified Leads in 90 Days  
      - [ ] Global Spec  
            - [ ] $400k in total pipeline generated

Our Competitors

- [ ] Internal Capabilities  
      - [ ] Sophisticated Sales Teams  
      - [ ] In-House Marketers  
- [ ] Other Marketing Channels  
      - [ ] Paid Ads (Google, Meta, LinkedIn)  
      - [ ] SEO  
      - [ ] Organic Social (LinkedIn, X, YouTube)  
      - [ ] Referrals / Affiliate  
- [ ] Other Agencies  
      - [ ] Multi-Channel Agencies  
      - [ ] Outsourced SDR Teams  
      - [ ] Appointment Scheduling Companies  
      - [ ] Low Cost Players  
- [ ] AI BDRs / Self-Serve SaaS  
- [ ] Inertia / Status Quo

Our Sales Process

- [ ] Sales Development (TOFU)  
      - [ ] Tech Stack  
            - [ ] Smartlead  
            - [ ] Bison  
            - [ ] Airtable  
            - [ ] Clay  
      - [ ] Workflows  
            - [ ] Converting Positive Responses To Meetings  
                  - [ ] Qualification  
                  - [ ] Discovery  
                  - [ ] Sizzle  
                  - [ ] Objection Handle  
                  - [ ] Close (Schedule Call)  
            - [ ] Rescheduling No Shows  
            - [ ] Moving Closed Lost Deals to Nurture  
                  

              
- [ ] Closing (BOFU)  
      - [ ] Call 1 \- Discovery \+ Qualification  
      - [ ] Call 2 \- Pricing (and/or Close if ready)  
      - [ ] Call 3 \- Close (optional)  
      - [ ] Negotiation & Closing  
      - [ ] Handoff to Account Management  
- [ ] Workflows  
      - [ ] Pre-Call  
      - [ ] Post-Call  
      - [ ] Updating CRM   
      - [ ] Enroll into Follow Up Sequences  
      - [ ] Send Middle-of-Funnel Sales Assets

Our Sales Resources

[ ] Call Recordings
- [ ] Messaging Matrix
- [ ] Talk Tracks
- [ ] Sales Assets
- [ ] Outbound Strategy Roadmap
- [ ] Pricing Calculator Spreadsheet
- [ ] Build vs. Buy Cost Chart
- [ ] Case Study PDFs
- [ ] Case Study Videos
- [ ] Middle-of-Funnel Video Content
- [ ] FAQs
- [ ] Frequently Asked Questions List
- [ ] Common Objections List
- [ ] Negotiation Guide
[ ] Our Tech Stack
- [ ] Airtable
- [ ] Smartlead
- [ ] Call Recordings
- [ ] Calendly
[ ] Our Commission Structure

Hiring & Onboarding

[ ] Our Ideal Candidate Profile (ICP)
[ ] Our Job Application
[ ] Our Hiring Process
- [ ] Sourcing Process
- [ ] Interview Process
[ ] Onboarding (Hyperspect)
- [ ] Paperwork
- [ ] Employment Agreement
- [ ] Commission Agreement
- [ ] NDA
- [ ] Tech Access
- [ ] Slack
- [ ] Email (Google Workspace)
- [ ] CRM (Airtable)
- [ ] Calendly
- [ ] Zoom
- [ ] Google Drive
- [ ] Smartlead

Ramping & Training

[ ] Expectations
- [ ] OKRs
- [ ] Close Rate of 15%
- [ ] Monthly Closed Won Revenue of $20k
- [ ] 4 Closed Won Deals Per Month
- [ ] Avg Sales Cycle Length < 60 Days
- [ ] Good AEs vs. Bad AEs
[ ] Onboarding Process (Sales)
- [ ] First 30 Days
- [ ] Week 1
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] Week 2
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] Week 3
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] Week 4
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] First 60 Days
- [ ] Week 7
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] Week 8
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] Week 9
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] Week 10
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] First 90 Days
- [ ] Week 11
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] Week 12
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] Week 13
- [ ] Monday
- [ ] Wednesday
- [ ] Friday
- [ ] Week 14
- [ ] Monday
- [ ] Wednesday
- [ ] Friday

Hiring

[ ] Training Exercises
- [ ] Role Playing
- [ ] Role Play 5x customer type combinations (Persona + Situation combinations)
- [ ] Role Play 5x call stages (Call 1, 2, 3, etc.)
- [ ] Watch recorded demos
- [ ] Live Demo Observation
- [ ] Join for 5x sales calls, take notes, write down questions,
- [ ] Self-Recorded Demos
- [ ] 5x Full Recorded Examples of ‘Intro’ and “Pitch’ sections
- [ ] Quizzes
- [ ] Personas (Pain Points, Fears, KPIs, Objectives)
- [ ] Segments (Good Fit/Bad Fit, No Fly Zone)
- [ ] Situations (Value Props > Discovery Questions)
- [ ] Discovery Questions Practice
- [ ] Rapid Fire Objection Handling
- [ ] Call Stages / Components / Elements
- [ ] Create Mock Pricing Calculators
- [ ] 10 different example offers across industries, LTVs, price points, etc.
- [ ] Create Mock Proposals
- [ ] 5x dry runs of the proposal creation process

#

Our Service
Our Customers
Our Industry

Our Customers
1. Our ICPs
  1. Sales Directors @ single rep teams
  2. Sales Directors / VPs at Sophisticated Teams (some SDRs & AEs)
  3. B2B Founders with sales teams
  4. B2B Founders without sales teams
2. Our “Ideal Customer Segments”
  1. Companies that just raised money
  2. Companies that are hiring SDRs
Our industry
Our competitors
1. Pricing models
2. Delivery mechanisms