What makes us different
Measure first, conclude later
Time to first reply and the share of enquiries left unanswered are usually unknown before we start. Those figures are the first thing you get. Without them, any talk about the team’s work stays a talk about impressions.
Marketing and sales are one funnel
We listen to calls partly for marketing: they tell us what kind of leads the advertising brings in. Sometimes the sales team is doing fine and the problem is the enquiries it is handed.
Bottlenecks, one at a time
As soon as traffic is cleaned up, it becomes clear the team cannot keep up with enquiries. Once speed is solved, objection handling surfaces. We remove constraints in the order in which they get in the way.
Plan versus actual every week
Many set a plan and get to work, but never check back or correct course. Without regular review and the conclusions drawn from it, supervision turns into reporting for its own sake.
Facts, not personnel judgements
We hand over facts and a summary: what was decided, who was assigned, what has stalled. Judging an individual as grounds for decisions about them is management’s job, and we do not take it on.
Openly, not in secret
The team knows its work is being reviewed. This is not a formality but a condition for it to work at all: supervision set up in secret soon runs into sabotage and stops showing anything.
What we do
Supervision is regular work, not a one-off check. First we set up measurement, then we review the work, and every week we compare the result with the plan.
We set goals and measurement
- We agree goals and KPIs for the sales team.
- We measure time to first reply and the share of enquiries without one.
- We find where salespeople lose the conversation and collect the typical objections.
We review the work
- We listen to calls and read the chat history on enquiries.
- The review is condensed into a short summary: what was decided, who was assigned, what has stalled.
- Agreements from chats are moved into the CRM so they are not lost.
We put together the sales playbook
- Scripts for typical situations.
- Answers to the objections that actually come up in your calls.
- An enquiry-handling procedure: who does what, and when.
We check every week
- Actual results are compared with the KPI plan.
- Deviations are examined and turned into tasks.
- The playbook is updated with whatever the review has shown.
What is not included
- Judging individual employees as grounds for personnel decisions.
- Covert monitoring: the team knows in advance that its work is reviewed.
- Reading salespeople’s personal Telegram chats — only work chats and the CRM.
- Connecting a salesperson’s personal WhatsApp: only the official API or a CRM connector.
Ways to work with us
One-off review
- Measurement of reply time and unanswered enquiries
- Review of calls and chats
- Typical objections and where conversations get lost
- A prioritised report
- From 2 meetings
For working out where to begin before setting up regular supervision.
Supervision
- Goals and KPIs for the sales team
- Regular review of calls and chats
- A weekly summary for management
- A weekly plan-versus-actual check
- Agreements moved into the CRM
The main option: management sees every week what is happening to enquiries.
Supervision and development
- Everything in supervision
- A sales playbook: scripts and answers to objections
- An enquiry-handling procedure
- Team training based on what the review found
For when you need not only to see the problems but to fix them systematically.
