Catalyst B2B

Sales consulting

More meetings will not fix a leaking process.

If your close rate is the problem, more pipeline just makes it expensive. We rebuild the offer, the pitch, the follow-up and the reporting so the conversations you already have start converting.

Book a 20-minute call See appointment setting

Usually a fixed-scope project with a defined end, not an open-ended retainer.

Typical engagement, with a defined end date
4–8 wk Typical engagement, with a defined end date
Scoped and priced as a project, not a retainer
Fixed Scoped and priced as a project, not a retainer
Every playbook and template stays with you
Yours Every playbook and template stays with you
We sit in real calls, not just in workshops
Hands on We sit in real calls, not just in workshops
01 The problem

The pipeline is usually not the bottleneck people think it is.

Plenty of firms come to us for meetings when what they actually need is a reason those meetings should close. They are getting in the room, the conversation goes well, and then the proposal goes out and nothing happens for six weeks until it quietly dies.

That is not a lead problem. It is an offer that is hard to say yes to, a pitch that explains the method instead of the outcome, a proposal that reads like a scope document, and a follow-up process that consists of one email and a shrug.

We would rather fix that first. It is cheaper than buying more meetings to pour into it, and it makes every meeting we book afterwards worth more.

What we typically find

  • The offer is priced and packaged for how you deliver, not for how they buy
  • Nobody can say in one sentence why you rather than the other two firms
  • Discovery is a demo. The real qualifying questions get asked too late
  • The proposal is a scope of work pretending to be a sales document
  • Follow-up stops at attempt two, and most deals close after attempt four
  • The CRM is a graveyard, so nobody can tell you where the quarter stands
02 Scope

Scope

What we actually change

We pick the two or three of these that matter for you rather than running all of them. The scoping call decides which.

  • The offer and how it is packaged

    What you sell, how it is bundled, what the entry point is, and how it is priced. The single highest-leverage change in most engagements, and the one firms resist most.

  • The pitch and the discovery call

    A first-call structure that qualifies hard and early, the questions that actually predict a close, and a way of describing the work that survives being repeated by someone else.

  • Proposals that get signed

    Rebuilt around the outcome, the risk you remove and the decision they have to make, with options rather than a single take-it-or-leave-it number.

  • Pipeline stages and forecasting

    Stages defined by what the buyer has done, not by how optimistic the seller feels. It makes a forecast mean something and it makes stuck deals visible.

  • CRM setup that people actually use

    Configured around the process rather than the other way round, with the fields nobody fills in deleted. We build in HubSpot, Pipedrive, Zoho or whatever you already own.

  • Enablement for whoever sells next

    The playbook, the objection handling, the follow-up cadences and the call reviews, written down so a new hire ramps in weeks instead of quarters.

03 How it runs

How the engagement runs

Short, hands-on, and finished. We are not trying to become permanent.

  1. Week 1. Look at what is actually happening.

    Recent won and lost deals, the CRM as it really is, recorded calls if you have them, your proposals, and an hour with whoever sells. We are looking for where deals stall, not for a diagnosis we brought with us.

  2. Week 2. The findings, straight.

    What is losing you deals, ranked by what it costs you, and what we would change first. Some of this is uncomfortable to hear. That is what you are paying for.

  3. Weeks 3–5. Build the thing.

    Offer, pitch, proposal template, stages, CRM, cadences. Built with you rather than handed over, because a playbook nobody helped write is a playbook nobody uses.

  4. Weeks 6–8. Run it live and adjust.

    We sit in on real calls and real deals, watch where the new process bends, and fix it while it is still cheap to fix.

  5. Handover and a defined end.

    Everything documented and owned by you. If you want us to keep going, it is a new conversation, not an automatic renewal.

04 Fit

When to buy this instead of meetings

Buy consulting first if

  • You already get meetings and too few of them close
  • Deals go quiet after the proposal and you do not know why
  • You cannot tell from the CRM where the quarter will land
  • You are about to hire a salesperson and have nothing to hand them
  • Two people pitch the firm two completely different ways

Buy meetings first if

  • You close most of what you get in front of and simply need more of it
  • Your process is fine and the calendar is empty
  • You are one person and the process is entirely in your head, and working
05 Questions

Questions about the consulting work

Do we have to buy lead generation too?

No. A good share of consulting engagements never turn into a retainer, and that is a fine outcome. If it turns out you need meetings as well we will say so, and you are free to take that elsewhere.

Who does the work on your side?

Ankit or Akshay, directly. This is not the kind of engagement you can hand to somebody who has not sold before, and there is no analyst layer to hide behind.

Will you sell for us?

No. We build the process, sit in on calls and coach the people running them, but somebody at your firm has to own the relationship. Outsourcing the close in a considered-services business does not work.

What if the answer is that our offer is wrong?

Then that is the finding, and we will say it in week two rather than spending eight weeks polishing collateral around a proposition the market is not buying. It is the most common finding we deliver.

How is it priced?

A fixed project fee against a written scope, agreed before we start. No day rates, no scope that quietly expands. Numbers come on the call once we know which two or three areas we are touching.

Also from us

The rest of what we do

Next step

Twenty minutes on where your deals actually die.

Bring the last five deals that went quiet after a good first call. We will tell you on that call which of them was a lead problem and which was a process problem, and which of the two we think you should buy.

Book a 20-minute call See pricing