Build toward $2M in new signed contract value every month.
Convert that production into $1.5M in qualifying new-client cash collected every month.
Build a repeatable sales organization around requested outcomes, verified evidence, and delivery capacity.
A 12-month, fully managed partnership to diagnose, build, install, manage, and scale an internally owned revenue organization—while maximizing how much new contract value is converted into collected cash.
Prepared for Collin Cavanaugh and SetuSeptember 2026Confidential
Contents
Table of Contents
01Cover
02Contents
03Executive Diagnosis
04The Current Baseline
05The Current Problem
06Collin Carries It All
07The Failure, Concretely
08The Engine Scorecard
09Seven Structural Gaps
10Gap 1 · Sales Operations
11Gap 2 · Sales Systems
12Gap 3 · Sales Talent
13Gap 4 · Sales Strategy
14Gap 5 · Sales Process
15Gap 6 · Leadership & Management
16Gap 7 · Training & Ramping
17The SDR Gap
18The Buyer Journey
19Call Autopsy
20Not One Closer’s Failure
21Why Hiring Makes It Worse
22What the Current Gaps Are Costing
23The Outcomes Commerce Social Wants
24What the Month 3 Target Requires
25Where the Sales Function Stands Today
26Two Approaches to Growth
27The Recommended Solution
28The Commerce Social Sales Leadership Partnership
29Ten Revenue Roles. One Accountable Partner.
30Separate-Service Cost Comparison
31Relevant Results
32Phase 1 · Diagnose, Stabilize & Evaluate
33Day 30 Deliverables
34Phase 2 · Build, Recruit & Train
35The SDR System
36Leads From the Front
37Phase 3 · Install & Take Over Sales Leadership
38How Patrick Leads the Team — Phase 3 Onward
39Sales Intelligence
40When Each Path Moves Into Scale
41Phase 4 · Manage & Scale
42Clear Responsibilities
43C1 · What the Investment Pays For
44C2 · Build and Installation Path
45C3 · Installation Timelines
46C4 · Build Payment Options
47C5 · Compensation Structures
48C6 · Qualifying Cash Collected
49C7 · Growth-Target Incentives
50C8 · Monthly Compensation
51C9 · Earlier Improvement Value
52C10 · Decision and Launch
Commerce Social · Growth Partnership ProposalCover · 01 / 52
Commerce Social × Limitless Impact
The Million-Dollar Sales Engine Partnership
Build toward $2M in new signed contract value every month.
Convert that production into $1.5M in qualifying new-client cash collected every month.
Build a repeatable sales organization around requested outcomes, verified evidence, and delivery capacity.
A 12-month, fully managed partnership to diagnose, build, install, manage, and scale an internally owned revenue organization—while maximizing how much new contract value is converted into collected cash.
Prepared for Collin Cavanaugh and SetuSeptember 2026Confidential
Commerce Social · Growth Partnership ProposalContents · 02 / 52
Contents
The whole story, in four clear sections
Read it end to end, or click any chapter to jump straight there. Every supporting detail — audit scores, curricula, KPI definitions, financial scenarios — lives inside expandable panels within these chapters.
The opportunity is proven. The sales organization is not.
Commerce Social has already solved the hardest problems: a rapidly expanding market, a proven offer, recognizable clients, strong delivery capability, qualified demand, and unusually efficient lead generation.
The company is not being held back primarily by marketing. It is being held back between the booked call and collected cash.
The current team is receiving valuable opportunities without the sales operating system required to convert them predictably. Calls are not being run through one controlled process. Closers are not being developed through weekly call review and individual coaching. Performance is not governed by clear quotas, daily KPIs, certification standards, or a documented ramp plan.
Forecasting is incomplete. Talent decisions are being made without enough objective evidence. Collin remains the safety net for important opportunities.
Already solved
A rapidly expanding market
A proven offer with recognizable clients
Strong delivery capability
Qualified demand at real volume
Unusually efficient lead generation
The cost
Strong leads are reaching an unmanaged conversion environment. Every additional advertising dollar magnifies the leak until sales execution is repaired.
Commerce Social · Growth Partnership ProposalThe Current Baseline · 04 / 52
The Current Baseline
Enough volume. Not enough conversion.
Commerce Social already generates the call volume required to reach the first $1M target without immediately increasing lead flow.
Held sales calls
80
per month
Closed deals
5
per month
Average contract value
$60K
illustrative basis
Contract value sold
$300K
per month
Metric
Current baseline
Meaning
Held sales calls
80/month
Enough volume to reach the first $1M target without immediately increasing lead flow.
Closed deals
5/month
Approximately 6.25% of held calls convert.
Average contract value
$60,000
Current estimated contract-value basis from the assessment.
Current contract value sold
$300,000/month
5 deals × $60,000; not the same as cash collected or MRR.
Sales-engine score
44%
Structured in pieces, but still founder-dependent.
0%Engine score
A 44% sales engine cannot carry a $2M cash ambition
Important: all revenue projections in this proposal must be reconciled during Phase One against CRM records, payment timing, financing/PIF, refunds, churn, retained revenue, and performance-fee income.
Commerce Social · Growth Partnership ProposalThe Current Problem · 05 / 52
01 · The current problem
Commerce Social is attempting to scale before its revenue infrastructure is built.
Commerce Social has more demand than its current sales organization can reliably convert, manage or forecast. Each item below traces back to one of the seven structural gaps audited later in this section.
Today
01
Approximately 80 qualified calls are producing approximately five clients.
Sales Process
02
The modeled close rate is approximately 6.25%.
Sales Process
03
Closers are using inconsistent sales approaches.
Sales Process
04
There is no dedicated leader accountable for daily sales performance.
Leadership & Management
05
Collin is personally hiring, onboarding, organizing and managing salespeople.
Leadership & Management
06
There is no reliable setter or closer KPI operating system.
Sales Operations
07
There is no predictable method for determining whether a new hire can reach quota.
Sales Talent
08
Weekly call review and objection training are not consistently operating.
Training & Ramping
09
Follow-up, reactivation and no-show recovery remain materially underdeveloped.
Sales Systems
10
Commerce Social is considering hiring an SDR team before the SDR strategy, SOPs, KPIs, training and management systems exist.
Sales Systems
11
Fulfillment hiring is already struggling to keep pace with sales growth.
Sales Strategy
12
Revenue targets, contract value, cash collected, MRR and financing adoption are not yet reconciled into one trusted model.
Sales Strategy
The danger is not simply slow growth
The danger is scaling advertising and headcount into an unmanaged system — creating more wasted opportunities, poor hires, inconsistent client quality, unreliable forecasts, founder dependence and fulfillment pressure.
View Full Detail — September 11 operating findings
One closer was removed because he was not the right fit; another recently closed two deals at approximately $20,000 per month each.
Collin is still carrying sales management, recruiting, onboarding, KPIs, assets, funnels, VSLs, strategic deals, and revenue-model decisions.
Advertising is accelerating.
Typical retainers are approximately $7,500–$10,000 per month.
Standard agreements are commonly six months; enterprise trials may begin at three months near $20,000 per month.
Collin wants 12-month agreements and will settle at six months when necessary.
Leadership believes 20–30 deals per month may be possible.
The desired qualified close rate is 30%–33%.
The long-term model may derive 20%–30% of revenue from performance fees.
Collin wants the sales side removed from his plate except strategically important opportunities.
Fulfillment hiring and capacity must stay synchronized with any increase in client acquisition.
The first diagnostic must validate the revenue definitions, economics, RatioTech adoption, and delivery capacity.
Commerce Social · Growth Partnership ProposalCollin Carries It All · 06 / 52
02 · The biggest problem of all
Collin is currently carrying the entire sales organization.
Commerce Social has no way to scale a sales organization today without the founder doing everything. Thirteen distinct leadership roles sit on one person's desk.
The roles currently sitting with Collin
01Head of Sales
02Day-to-day Sales Manager
03Strategic and Enterprise Closer
04Sales Recruiter and Interviewer
05New Rep Onboarding Lead
06Sales Trainer and Coach
07KPI and Accountability Manager
08Pipeline and Forecasting Owner
09Sales Process and SOP Builder
10Sales Asset Creator
11Pricing and Offer Strategist
12Marketing-to-Sales Liaison
13Final Escalation Point for Every Sales Problem
The business impact
Sales performance competes with his responsibility to grow the company.
Recruiting, onboarding, coaching, and call reviews happen inconsistently.
Underperformance remains undetected until revenue has already been lost.
Every new hire adds more work to Collin's plate.
The team cannot operate independently of the founder.
Collin cannot focus fully on marketing, partnerships, fulfillment capacity, and company strategy.
The business remains dependent on Collin's personal involvement, which limits scale and creates acquisition risk.
The highest-value work he cannot stay focused on
Growth strategy
Marketing
Partnerships
Enterprise opportunities
Offer development
Executive leadership
Why this is the big one
Commerce Social does not merely need another closer. It needs a revenue organization that can operate without Collin personally holding it together. Until it can, growth adds weight to the founder instead of capacity to the company — and the company cannot scale, or be sold, as an independent machine.
Fourteen separate capabilities scored at or below 2 out of 10 in Commerce Social's own assessment. These are not documentation gaps — they are the operating conditions that let revenue leak.
KPI accountability1/10
Daily scorecards1/10
Coach-retain-or-replace discipline1/10
Founder independence1/10
Individual development plans1/10
Upsell and cross-sell strategy1/10
Referral system1/10
Revenue forecasting2/10
Opportunity ownership2/10
Automated follow-up2/10
Candidate pipeline2/10
Individual performance visibility2/10
Clear performance expectations2/10
Weekly live call reviews2/10
What this actually means
Valuable leads are being handed to underprepared closers.
Weak behavior is allowed to repeat.
Underperformance is discovered after the revenue is gone.
New hires enter an environment that cannot reliably make them better.
This is not a harmless lack of documentation. It is a conversion environment that nobody owns, measures, or corrects.
Every score, from Commerce Social's own assessment
The diagnosis is not based on a generic sales checklist. Low scores identify the exact operating conditions allowing weak calls, inconsistent talent, missed follow-up, unreliable forecasts, and founder dependence to continue.
0%
Sales Operations
0%
Sales Systems
0%
Sales Talent
0%
Sales Strategy
0%
Sales Process
0%
Leadership & Management
0%
Training & Ramping
44%
Overall engine
Structured in pieces, founder-dependent in practice. The next page opens every scored capability behind that 44% — driver by driver.
Seven structural gaps are producing one visible symptom
Click any driver to open the diagnosis, what gets installed, the measurable result, and every audited sub-score behind it.
under 40% — structural failure 40–59% — partially built 60%+ — working, still leakingClick any driver to open the diagnosis
The problem
KPI accountability and daily scorecards both scored 1/10. Revenue forecasting and opportunity ownership scored 2/10. Conversion tracking, weekly optimization, closer projections, and dashboards scored only 4/10. There is no dependable daily view of quota pace, projected cash, pipeline risk, follow-up compliance, or individual performance. The company is discovering misses after revenue is already gone.
What we install
Install one source of truth for monthly quotas, weekly targets, daily KPIs, rep checklists, individual projections, pipeline coverage, cash forecasts, opportunity ownership, conversion reporting, retention/LTV reporting, and management intervention.
Measurable result
Every rep knows what must happen today; leadership sees underperformance early enough to correct it before the week or month is lost.
0%
Assessed driver
Sales Operations — audit evidence
11 capabilities scored · 4 critical (2/10 or below)
KPI System and Accountability
1/10
Daily Scorecards and Checklists
1/10
Complete Conversion Tracking
4/10
Weekly Data Review and Optimization
4/10
Individual Closer Projections
4/10
Revenue Forecasting
2/10
Sales Dashboards
4/10
Opportunity Ownership
2/10
Sales-to-Marketing Feedback
5/10
Sales-to-Fulfillment Handoff
8/10
Retention and Lifetime-Value Tracking
3/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
1. Sales Operations — the problem
KPI accountability and daily scorecards both scored 1/10. Revenue forecasting and opportunity ownership scored 2/10. Conversion tracking, weekly optimization, closer projections, and dashboards scored only 4/10. There is no dependable daily view of quota pace, projected cash, pipeline risk, follow-up compliance, or individual performance. The company is discovering misses after revenue is already gone.
What we install
Install one source of truth for monthly quotas, weekly targets, daily KPIs, rep checklists, individual projections, pipeline coverage, cash forecasts, opportunity ownership, conversion reporting, retention/LTV reporting, and management intervention.
Measurable result
Every rep knows what must happen today; leadership sees underperformance early enough to correct it before the week or month is lost.
0%
Assessed driver
Sales Operations — audit evidence
11 capabilities scored · 4 critical (2/10 or below)
KPI System and Accountability
1/10
Daily Scorecards and Checklists
1/10
Complete Conversion Tracking
4/10
Weekly Data Review and Optimization
4/10
Individual Closer Projections
4/10
Revenue Forecasting
2/10
Sales Dashboards
4/10
Opportunity Ownership
2/10
Sales-to-Marketing Feedback
5/10
Sales-to-Fulfillment Handoff
8/10
Retention and Lifetime-Value Tracking
3/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
2. Sales Systems — the problem
Lead assignment and appointment confirmation are strong, but the systems after booking are leaking. Automated follow-up scored 2/10, reactivation 3/10, short-term nurture 4/10, and documented SOPs 4/10. CRM accuracy is only 5/10. Opportunities can stall, disappear, or depend on a rep's memory while dormant demand remains unworked.
Commerce Social recovers revenue from stalled and dormant opportunities and manages the entire conversion path from one reliable operating environment.
0%
Assessed driver
Sales Systems — audit evidence
10 capabilities scored · 1 critical (2/10 or below)
CRM Accuracy and Tracking
5/10
Pipeline Structure
8/10
Lead Assignment and Routing
10/10
Appointment Confirmation System
10/10
No-Show Prevention and Recovery
8/10
Automated Follow-Up System
2/10
Short-Term Nurture System
4/10
Long-Term Nurture System
7/10
Reactivation System
3/10
Documented Sales Systems and SOPs
4/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
3. Sales Talent — the problem
Candidate pipeline and individual performance visibility scored 2/10. Clear performance expectations scored 2/10. Coach-retain-or-replace discipline scored 1/10. The current audit exposed a closer with weak commercial control, yet Commerce Social has no objective system to determine whether the failure is talent, training, process, or management. Hiring more people into this environment risks burning premium leads while founders cycle through reps.
What we install
Define the ideal closer profile; recruit two additional in-house closers alongside the current team; use evidence-based sourcing, past-call review, intro video, structured interviews, role-play auditions, certification, and a controlled 30-day KPI competition.
Measurable result
Current and new closers receive a fair test inside the same system. Strong performers earn seats; coachable reps receive development; people who cannot meet the verified standard are replaced from evidence, not emotion.
0%
Assessed driver
Sales Talent — audit evidence
9 capabilities scored · 4 critical (2/10 or below)
Defined Role and Success Profile
5/10
Predictable Hiring Process
3/10
Candidate Pipeline
2/10
Audition and Evaluation
5/10
Individual Performance Visibility
2/10
Objective Talent Evaluation
5/10
Clear Performance Expectations
2/10
Coach, Retain, or Replace System
1/10
Capacity and Workforce Planning
6/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
4. Sales Strategy — the problem
The ICP is relatively strong, but buyer intelligence scored 4/10, pricing/cash collection 5/10, hidden revenue 4/10, revenue pathways 3/10, and both upsell/cross-sell and referrals scored 1/10. Premium enterprise brands and smaller accounts are not yet governed by fully differentiated pricing, proof, stakeholder mapping, deal routes, and capacity economics.
What we install
Create separate enterprise and growth-account routes, premium pricing logic, stakeholder plans, qualification criteria, PIF/financing rules, performance-fee architecture, upsell/cross-sell, referrals, hidden-revenue plays, and sales-to-fulfillment capacity models.
Measurable result
Higher-value prospects receive an enterprise buying experience, smaller opportunities receive an efficient route, and Commerce Social raises cash per held call without relying only on more volume.
0%
Assessed driver
Sales Strategy — audit evidence
9 capabilities scored · 2 critical (2/10 or below)
Ideal Client Profile
8/10
Buyer Intelligence
4/10
Offer Positioning
6/10
Lead-Source Strategy
7/10
Pricing and Cash-Collection Strategy
5/10
Upsell and Cross-Sell Strategy
1/10
Referral System
1/10
Hidden Revenue Strategy
4/10
Revenue Pathways
3/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
5. Sales Process — the problem
Post-call follow-up, proposal/contract/payment, and continuous improvement each scored 3/10; objection handling scored 4/10. The audited call lacked controlled discovery, quantified financial impact, cost of inaction, a meaningful gap, proof, decision control, and commercial authority. Strategy was given away before value was established, price was softened before resistance, and the buyer was never made to confront why staying the same was more expensive than changing.
What we install
Install the Commerce Social Savage 7, pre-call diagnosis, stage objectives, required questions, financial-gap model, proof sequence, stakeholder and decision map, proposal/payment path, objection prevention, follow-up, call scoring, and continuous improvement loop.
Measurable result
Every closer follows one relationship-driven, measurable process instead of improvising. Calls become trainable, scoreable, and capable of supporting the 40% mature benchmark and 50% north-star target.
0%
Assessed driver
Sales Process — audit evidence
9 capabilities scored · 0 critical (2/10 or below)
Qualification Process
7/10
Pre-Call Process
5/10
Predictable Sales-Call Process
5/10
Customized Strategy and Presentation
8/10
Objection-Handling Process
4/10
Post-Call Follow-Up Process
3/10
Proposal, Contracting, and Payment
3/10
Client Onboarding and Handoff
7/10
Continuous Process Improvement
3/10
6. Leadership & Management — the problem
Founder independence scored 1/10; clear sales ownership and the weekly pipeline/forecasting meeting scored 3/10; the performance-improvement process scored 3/10. A daily huddle exists, but no dedicated leader owns the full result. Collin remains manager, call reviewer, escalation point, strategic closer, and rescue mechanism. Without ownership, every new system will decay.
What we install
Sales Savage serves as embedded Head of Revenue and fractional CRO, owns daily management, pipeline, forecasts, coaching, standards, talent decisions, and performance improvement, then develops and installs an internal sales manager as the function matures.
Measurable result
Daily sales leadership comes off Collin's plate while Commerce Social retains an in-house team, predictable management cadence, and a more transferable revenue asset.
0%
Assessed driver
Leadership & Management — audit evidence
9 capabilities scored · 1 critical (2/10 or below)
Clear Sales Ownership
3/10
Daily Huddle System
7/10
Weekly Pipeline and Forecast Meeting
3/10
Call-Review System
5/10
Individual Coaching
5/10
Performance Review System
5/10
Performance Improvement Process
3/10
Team Communication and Follow-Through
8/10
Founder Independence
1/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
7. Training & Ramping — the problem
Weekly live call reviews scored 2/10 and individual development plans scored 1/10. Product mastery, call-training library, 30/60/90 ramping, KPI ramping, ongoing training, and objection infrastructure scored only 4/10. There is no dependable weekly rhythm for call review, role-play, objection mastery, product mastery, or individualized correction. New hires are effectively learning on expensive live leads.
What we install
Build a company/product library, demonstrated-ability certification, a 30-day ramp plan with weekly milestones, separate weekly skill training and live call-review coaching, focused role-play during ramp, an objection matrix and video library, individual development plans, monthly grading, and leadership approval before premium opportunities.
Measurable result
No salesperson receives Commerce Social's best opportunities until readiness is demonstrated. Ramp time becomes measurable, repeated mistakes become training, and weak performance becomes visible quickly.
0%
Assessed driver
Training & Ramping — audit evidence
11 capabilities scored · 2 critical (2/10 or below)
Documented Onboarding System
6/10
Company and Product Training Library
4/10
30-, 60-, and 90-Day Ramping Plan
4/10
30-Day KPI Ramp System
4/10
Product and Market Mastery
4/10
Role-Play and Certification
6/10
Sales-Call Training Library
4/10
Weekly Live Call Reviews
2/10
Objection Matrix and Video Library
4/10
Continued Weekly Training
4/10
Individual Development Plans
1/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
11 capabilities audited · 4 critical at 2/10 or below
Current problem
KPI accountability scored 1/10.
Daily scorecards scored 1/10.
Revenue forecasting scored 2/10.
Opportunity ownership scored 2/10.
Reps do not have one enforceable system connecting daily behavior to monthly quota.
Contract value, collected cash and recurring revenue are not consistently separated in reporting.
Leadership cannot reliably see who is ahead, behind or likely to miss quota.
Sales headcount is not tied to forecasted opportunity volume.
Sales capacity is not synchronized with fulfillment capacity.
Revenue consequence
Misses are discovered after the month is already lost.
Forecasts cannot be used to make hiring, media or fulfillment decisions.
Opportunities sit without an owner or a next action.
Contract value can rise while collected cash stalls, and nobody sees it.
Coaching is directed by opinion instead of by measured performance.
What must be installed
Setter and closer monthly quotas
Weekly targets
Daily activity scorecards
Individual daily projections
Team revenue projection
Contract-value forecast
Cash-collected forecast
MRR forecast
Financing-attachment reporting
Pipeline coverage standards
Forecast-confidence categories
Opportunity ownership rules
Rep capacity reporting
Lead-source reporting
Cost-of-sales reporting
Revenue-per-rep reporting
Monthly performance grading
Measurable operating outcome
100% of reps reporting daily
100% of active opportunities assigned an owner and next action
Minimum 3× qualified pipeline coverage, subject to audit validation
Monthly forecast within 10%–15% of actual
Separate visibility into contract value, collected cash, MRR and performance revenue
Daily visibility into whether each rep is on pace for quota
All figures above are operating targets to be validated during the initial revenue audit. They are operating objectives, not guaranteed outcomes.
Company-owned SOPs and assets created here
01Monthly quota and weekly target-setting SOP
02Daily scorecard and rep checklist SOP
03Complete conversion-tracking and dashboard SOP
04Weekly data-review and optimization SOP
05Revenue forecasting and cash-projection SOP
06Opportunity-ownership and pipeline-coverage SOP
07Retention and lifetime-value reporting SOP
08Management intervention and escalation SOP
0%
Assessed driver
Sales Operations — audited sub-scores
11 capabilities scored · 4 critical (2/10 or below)
KPI System and Accountability
1/10
Daily Scorecards and Checklists
1/10
Complete Conversion Tracking
4/10
Weekly Data Review and Optimization
4/10
Individual Closer Projections
4/10
Revenue Forecasting
2/10
Sales Dashboards
4/10
Opportunity Ownership
2/10
Sales-to-Marketing Feedback
5/10
Sales-to-Fulfillment Handoff
8/10
Retention and Lifetime-Value Tracking
3/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
Commerce Social · Growth Partnership ProposalGap 2 · Sales Systems · 11 / 52
0%
Structural gap 2 of 7 · scored 61%
Sales Systems
10 capabilities audited · 1 critical at 2/10 or below
Current problem
Automated follow-up scored 2/10.
Reactivation scored 3/10.
Documented SOPs scored 4/10.
CRM accuracy scored only 5/10 despite a strong basic pipeline structure.
More than 10,000 potential brand contacts are available without a complete activation system.
No-shows, unclosed opportunities and nurture leads are not being systematically recovered.
Closers may become responsible for work that should belong to an SDR function.
Lead-source activity is not fully connected to collected revenue.
CRM stages, next steps, close dates and collection dates are not consistently governed.
Revenue consequence
Demand already paid for expires quietly in the database.
Recovery of a no-show or a stalled deal depends on a rep remembering.
Closers spend selling hours on setting work, reducing held calls.
Media decisions are made without knowing which source produced collected cash.
Forecasts inherit the inaccuracy of the CRM underneath them.
What must be installed
CRM data-governance SOP
Pipeline-stage SOP
Opportunity-ownership SOP
Speed-to-lead SOP
Appointment-confirmation SOP
Qualification SOP
No-show prevention and recovery SOP
Short-term follow-up SOP
Long-term nurture SOP
Lost-opportunity recovery SOP
Database-reactivation SOP
Hot-opportunity escalation SOP
Proposal and contracting SOP
Financing SOP
Cash-collection tracking SOP
Closed-won handoff SOP
Lead-source attribution dashboard
SDR activity and conversion dashboard
Closer performance dashboard
Measurable operating outcome
100% of active deals correctly staged
100% of deals containing an owner, next step and expected close date
No active opportunity stale beyond the agreed threshold
100% of required follow-up tasks completed
Speed-to-lead standard established and tracked
No-show recovery tracked
Reactivation revenue tracked
Closed cash attributed to its actual lead source
All figures above are operating targets to be validated during the initial revenue audit. They are operating objectives, not guaranteed outcomes.
10 capabilities scored · 1 critical (2/10 or below)
CRM Accuracy and Tracking
5/10
Pipeline Structure
8/10
Lead Assignment and Routing
10/10
Appointment Confirmation System
10/10
No-Show Prevention and Recovery
8/10
Automated Follow-Up System
2/10
Short-Term Nurture System
4/10
Long-Term Nurture System
7/10
Reactivation System
3/10
Documented Sales Systems and SOPs
4/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
9 capabilities audited · 4 critical at 2/10 or below
Current problem
The reviewed closer demonstrated material deficiencies in control, conviction, diagnosis, gap creation, financial quantification, proof, objection prevention and decision leadership.
Existing hiring has not consistently produced the caliber of closer required for premium opportunities.
No predictable candidate pipeline exists.
No documented success profile exists for setters, growth-account closers or enterprise closers.
No objective system determines whether poor performance comes from the person, the process, the training or the management.
Commerce Social risks repeatedly hiring new reps into the same broken environment.
There is no formal retain, develop, reassign or replace process.
The proposed SDR team does not yet have defined roles, hiring scorecards or selection standards.
Revenue consequence
Premium leads become training opportunities for unproven hires.
Weak performers can remain too long.
Coachable performers can be removed before receiving a fair development process.
Collin repeatedly returns to recruiting and onboarding.
Headcount model tied to qualified pipeline and fulfillment capacity
Measurable operating outcome
Every candidate evaluated against the same standard
New hires approved or rejected from evidence
Rep readiness determined before premium lead exposure
Hiring decisions connected to capacity — not urgency
Revenue per rep tracked
Rep retention and replacement decisions objectively managed
All figures above are operating targets to be validated during the initial revenue audit. They are operating objectives, not guaranteed outcomes.
Company-owned SOPs and assets created here
01Ideal closer profile and success scorecard
02Evidence-based sourcing and candidate-pipeline SOP
03Structured interview and intro-video SOP
04Role-play audition and evaluation SOP
05Past-call review and reference SOP
06Offer, onboarding, and certification SOP
07Coach, retain, or replace decision SOP
08Capacity and workforce-planning SOP
0%
Assessed driver
Sales Talent — audited sub-scores
9 capabilities scored · 4 critical (2/10 or below)
Defined Role and Success Profile
5/10
Predictable Hiring Process
3/10
Candidate Pipeline
2/10
Audition and Evaluation
5/10
Individual Performance Visibility
2/10
Objective Talent Evaluation
5/10
Clear Performance Expectations
2/10
Coach, Retain, or Replace System
1/10
Capacity and Workforce Planning
6/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
9 capabilities audited · 2 critical at 2/10 or below
Current problem
No reconciled definition connecting contract value, cash collected, new MRR, total MRR and performance-fee revenue.
No validated path from the current baseline to $1M and ultimately $2M in monthly revenue.
No complete headcount model connecting lead volume, closer capacity, SDR capacity and fulfillment capacity.
Premium enterprise brands and smaller growth accounts require different buying journeys, but those routes are not fully formalized.
Pricing, contract length, financing and cash-collection strategy are changing without sufficient historical conversion data.
RatioTech financing has not yet produced enough data to assume universal approval or adoption.
No complete upsell, cross-sell, referral or hidden-revenue strategy.
No formal SDR strategy defining speed-to-lead, qualification, confirmation, no-show recovery, follow-up and database reactivation.
Revenue consequence
Revenue targets cannot be translated into accurate rep quotas.
Commerce Social may hire too many or too few salespeople.
Premium accounts may be underpriced or mishandled.
Sales may grow faster than fulfillment can support.
Contract value may increase while actual collected cash remains unpredictable.
Additional advertising may magnify conversion leakage.
What must be installed
Unified revenue-definition framework
$1M and $2M revenue models
Contract-value and cash-collection model
MRR and renewal model
Financing adoption and approval model
Premium enterprise ICP and buying route
Growth-account ICP and buying route
Offer and pricing architecture by segment
Sales-capacity and headcount model
Fulfillment-capacity gate
SDR strategy and channel priorities
Upsell, cross-sell, referral and reactivation strategy
Lead-source profitability reporting
Measurable operating outcome
One trusted revenue model
Defined revenue and cash targets by month
Defined quota and capacity by salesperson
Defined financing-attachment target
Defined average-contract-value target
Defined maximum qualified opportunities per closer
Marketing, sales and fulfillment operating from the same growth forecast
All figures above are operating targets to be validated during the initial revenue audit. They are operating objectives, not guaranteed outcomes.
Company-owned SOPs and assets created here
01Enterprise versus growth-account routing SOP
02Premium pricing and cash-collection SOP
03Stakeholder mapping and buyer-intelligence SOP
04Qualification criteria SOP
05PIF and financing rules SOP
06Performance-fee architecture
07Upsell and cross-sell SOP
08Referral system SOP
09Hidden-revenue play SOP
10Sales-to-fulfillment capacity model
0%
Assessed driver
Sales Strategy — audited sub-scores
9 capabilities scored · 2 critical (2/10 or below)
Ideal Client Profile
8/10
Buyer Intelligence
4/10
Offer Positioning
6/10
Lead-Source Strategy
7/10
Pricing and Cash-Collection Strategy
5/10
Upsell and Cross-Sell Strategy
1/10
Referral System
1/10
Hidden Revenue Strategy
4/10
Revenue Pathways
3/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
Commerce Social · Growth Partnership ProposalGap 5 · Sales Process · 14 / 52
0%
Structural gap 5 of 7 · scored 50%
Sales Process
9 capabilities audited · 0 critical at 2/10 or below
Current problem
Every closer can currently interpret the sales call differently.
The reviewed call failed to create a compelling financial and strategic gap.
The call did not sufficiently quantify the cost of inaction.
Strategy was provided before sufficient value and urgency were established.
Price flexibility appeared before a controlled decision process.
There is no fully standardized process from initial opt-in through collected cash.
Enterprise accounts and smaller accounts are not consistently taken through distinct buying journeys.
Proposal, contracting, financing and payment processes are underdeveloped.
Post-call follow-up is inconsistent.
Revenue consequence
Held calls convert at approximately 6.25% overall, so most demand is paid for twice and captured once.
Deal outcomes depend on which closer answered, not on a repeatable standard.
Discounting replaces decision control, reducing collected cash per contract.
Enterprise opportunities receive a growth-account experience.
Nothing can be coached or corrected, because there is no scored standard to coach against.
What must be installed
A complete end-to-end buyer journey for every material offer: lead enters, speed-to-lead contact, qualification, appointment confirmation, pre-call education, sales-call preparation, discovery and diagnosis, financial quantification, cost of inaction, desired outcome and strategic gap, proof and recommendation, pricing and financing, stakeholder decision, contracting, payment collection, follow-up, closed-won handoff, onboarding.
Separate process route — premium enterprise accounts
Separate process route — growth accounts
Separate process route — founder-led strategic opportunities
Separate process route — financed contracts
Separate process route — accounts requiring procurement or AP
Separate process route — no-decisions and long-term nurture
Measurable operating outcome
100% of salespeople following one scored methodology
Collin stated that approximately 30%–33% of genuinely qualified opportunities would be a strong result. 40%–50% remains an aspirational elite-performance target, not the business forecast. All figures above are operating targets to be validated during the initial revenue audit.
Company-owned SOPs and assets created here
01Commerce Social Savage 7 call framework
02Pre-call diagnosis and preparation SOP
03Stage objectives and required-question set
04Financial-gap and cost-of-inaction model
05Proof and case-evidence sequence
06Objection-prevention matrix
07Proposal, contracting, and payment SOP
08Post-call follow-up SOP
09Call-scoring rubric
10Continuous-improvement loop SOP
0%
Assessed driver
Sales Process — audited sub-scores
9 capabilities scored · 0 critical (2/10 or below)
9 capabilities audited · 1 critical at 2/10 or below
Current problem
Clear sales ownership scored 3/10.
Founder independence scored 1/10.
No dedicated leader owns daily execution across setters and closers.
Collin remains responsible for sales hiring, onboarding, assets, KPIs, organization and important closing support.
Coaching and call review occur inconsistently because they depend on Collin's availability.
No one consistently owns forecast accuracy, CRM discipline or performance correction.
There is no structured monthly process for deciding who should be coached, retained, reassigned or replaced.
The future SDR team has no defined manager.
Revenue consequence
Every system installed without an owner decays back to improvisation.
Underperformance persists until it shows up as a missed month.
Collin's time is consumed by sales management instead of growth, marketing and partnerships.
The revenue function cannot operate — or be sold — without the founder inside it.
What must be installed
Sales Savage initially operates as: Fractional CRO, Head of Revenue, sales leader, sales manager, revenue architect, recruiting architect, training and certification leader, performance coach, pipeline and forecasting owner, enterprise-sales strategist.
Sales Savage owns daily revenue leadership, weekly pipeline and forecasting, rep scorecards, individual coaching and call review
Sales Savage owns weekly training, objection intelligence, recruiting and auditions, certification and ramping
Sales Savage owns performance plans, talent recommendations, process enforcement and CRM accountability
Sales Savage owns pricing and financing recommendations, marketing-to-sales feedback, sales-to-fulfillment alignment
Sales Savage owns the development of an internal sales manager
Measurable operating outcome
Collin removed from routine sales management
One accountable revenue leader
Weekly forecast delivered consistently
Every rep managed against written expectations
Underperformance addressed within the same reporting period
All figures above are operating targets to be validated during the initial revenue audit. They are operating objectives, not guaranteed outcomes.
Company-owned SOPs and assets created here
01Daily huddle SOP
02Weekly pipeline and forecast meeting SOP
03Call-review system SOP
04Individual coaching and 1:1 SOP
05Performance review and improvement-plan SOP
06Decision-rights and escalation SOP
07Scale-gate SOP
08Internal sales-manager development plan
0%
Assessed driver
Leadership & Management — audited sub-scores
9 capabilities scored · 1 critical (2/10 or below)
Clear Sales Ownership
3/10
Daily Huddle System
7/10
Weekly Pipeline and Forecast Meeting
3/10
Call-Review System
5/10
Individual Coaching
5/10
Performance Review System
5/10
Performance Improvement Process
3/10
Team Communication and Follow-Through
8/10
Founder Independence
1/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
Commerce Social · Growth Partnership ProposalGap 7 · Training & Ramping · 16 / 52
0%
Structural gap 7 of 7 · scored 39%
Training & Ramping
11 capabilities audited · 2 critical at 2/10 or below
Current problem
Weekly live call review scored 2/10.
Individual development plans scored 1/10.
There is no consistent weekly sales-training program.
There is no complete objection matrix or searchable objection library.
New hires do not have a proven path from hiring to quota.
Offer, product, pricing and market mastery are not formally certified.
Existing closers are not receiving consistent individual coaching.
The proposed SDR team has no onboarding, certification or ramping system.
Valuable live opportunities are being used to discover whether a salesperson is capable.
Revenue consequence
Paid demand funds the education of unproven reps.
Uncoachable hires are identified months later than they should be.
Skill gaps repeat across the team because no objection intelligence is captured.
Ramp time is unknown, so hiring cannot be planned against revenue need.
What must be installed
Closer development — closer onboarding SOP, offer certification, ICP certification, Savage 7 certification, pricing and financing certification, CRM certification
Closer development — objection-handling matrix, recorded training library, weekly live call review, weekly topic-based training, weekly role-play
Closer development — individual closer coaching, individual development plans, ramp plan, ramp-to-KPI scorecard, final live-call approval
SDR development — SDR onboarding SOP, speed-to-lead training, qualification training, confirmation training, no-show recovery training, rebooking training
SDR development — nurture and reactivation training, CRM training, call-script certification, objection certification
Every new salesperson certified before unrestricted lead access
Thirty-day ramp plan with weekly learning, practice, activity, and performance milestones
Weekly coaching completed for every closer
Weekly SDR coaching completed once the function is active
Written development plan for every salesperson
Improved call scores by skill category
Faster identification of uncoachable or unsuitable hires
All figures above are operating targets to be validated during the initial revenue audit. They are operating objectives, not guaranteed outcomes.
Company-owned SOPs and assets created here
01Company and product mastery library
02Demonstrated-ability certification SOP
03Thirty-day ramp-plan SOP
04Weekly live call-surgery SOP
05Role-play cadence SOP (twice weekly during ramp)
06Objection matrix and video library
07Individual development-plan SOP
08Monthly grading and premium-lead approval SOP
0%
Assessed driver
Training & Ramping — audited sub-scores
11 capabilities scored · 2 critical (2/10 or below)
Documented Onboarding System
6/10
Company and Product Training Library
4/10
30-, 60-, and 90-Day Ramping Plan
4/10
30-Day KPI Ramp System
4/10
Product and Market Mastery
4/10
Role-Play and Certification
6/10
Sales-Call Training Library
4/10
Weekly Live Call Reviews
2/10
Objection Matrix and Video Library
4/10
Continued Weekly Training
4/10
Individual Development Plans
1/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
Commerce Social · Growth Partnership ProposalThe SDR Gap · 17 / 52
02 · The SDR gap
An SDR team without an operating system will create more activity — not necessarily more revenue.
Commerce Social wants SDRs to carry the front of the revenue journey. None of that work is repeatable until the system behind it exists.
What Commerce Social wants SDRs to do
Respond to inbound leads
Qualify appointments
Protect closer calendars
Confirm attendance
Recover no-shows
Rebook appointments
Nurture undecided prospects
Reactivate old opportunities
Work the database of approximately 10,000 brand contacts
What must exist before SDRs are hired at scale
01SDR strategy
02Role definition
03Job description
04Hiring scorecard
05Compensation plan
06Capacity model
07Scripts
08Qualification criteria
09CRM workflow
10Follow-up sequences
11Daily KPIs
12Monthly quotas
13Coaching cadence
14Training library
15Certification
1630/60/90-day ramp
17Performance-management system
18Clear leadership ownership
The risk of hiring first
Without these systems, Commerce Social risks hiring people into another unmanaged function that Collin must personally rescue.
Every stage of the journey is either owned and measured — or it leaks.
This is the full path a buyer travels from first opt-in to renewal. Today, several stages have no owner, no standard and no conversion metric.
01
Lead
02
SDR contact
03
Qualification
04
Appointment confirmation
05
Pre-call education
06
Sales call
07
Follow-up
08
Contract
09
Financing / payment
10
Closed-won handoff
11
Onboarding
12
Renewal / expansion
An owner
An SOP
A conversion metric
A service-level standard
A management cadence
Every stage requires an owner, an SOP, a conversion metric, a service-level standard and a management cadence. Sequencing of what gets built first is determined by the initial 30-day audit, not assumed here.
The reviewed call was poor. Every failure and the operating correction it requires are visible below.
14 execution failures on one reviewed call
Weak opening control
A scripted opening frame that sets authority, agenda, and permission to diagnose.
No clear agenda
Stated agenda and stage objectives the buyer agrees to before discovery begins.
Approval-seeking
Commercial posture training: the closer is a diagnostician, not an applicant.
Weak presence
Presence and tonality coaching through recorded role play and weekly call surgery.
Uncontrolled discovery
Required questions per stage, in sequence, scored against the Savage 7.
No disciplined problem isolation
Isolate one primary constraint and confirm it back before moving on.
No financial quantification
A financial-gap model that puts a number on the problem in the buyer's own math.
No cost of inaction
Quantified cost of staying the same, over 90 days and 12 months.
No meaningful gap
Explicit distance between current state and desired outcome, sized in dollars.
Expertise given away too early
Proof and strategy sequenced after value is established, never before.
Missing proof
A segmented proof library: case studies, results, and pre-call assets by ICP.
Premature price flexibility
Premium pricing logic and discount guardrails; price is never softened before resistance.
No controlled decision process
Stakeholder and decision map, then a defined proposal, contract, and payment path.
No strong close
A trained close with objection prevention, follow-up rules, and next-step control.
This call shows where revenue leakage appears inside a conversation. The Seven-Driver Audit explains why the organization allowed those failures to happen—and why they are likely to repeat.
Commerce Social · Growth Partnership ProposalNot One Closer’s Failure · 20 / 52
Root cause
The call was poor. But the environment permitted it.
Those are real performance problems. However, replacing that closer without replacing the environment surrounding the closer will not solve the underlying problem.
The reviewed closer demonstrated material deficiencies in
Opening control
Commercial presence
Structured discovery
Problem isolation
Financial quantification
Cost of inaction
Strategic gap creation
Proof
Objection prevention
Pricing discipline
Decision control
Closing conviction
Today, Commerce Social lacks
One enforced sales-call methodology
One written call-scoring standard
Weekly individual closer coaching
Weekly live call review
Weekly objection training
Written individual development plans
A formal certification gate
A validated ramp-to-KPI process
Objective retain, develop, reassign or replace criteria
One leader accountable for enforcing all of it
Conclusion
The closer failed to execute—but Commerce Social currently has no complete system designed to prevent, detect and correct that failure consistently.
Commerce Social · Growth Partnership ProposalWhy Hiring Makes It Worse · 21 / 52
The scaling trap
More setters and closers will multiply the system they enter—for better or worse.
Commerce Social is considering adding closers and building an SDR team. That capacity will eventually be required. But hiring before the standards, SOPs, training, management and performance systems exist gives Collin more people to supervise inside an already unmanaged environment.
01
Hire urgently
People are recruited because calendars and lead volume are increasing.
02
Onboard inconsistently
There is no complete certification or ramp-to-KPI system.
03
Put new hires on premium leads
Commerce Social discovers whether the rep is capable by allowing them to speak with valuable prospects.
04
Produce inconsistent results
Every rep follows a different process, and conversion rises or falls based on individual talent.
05
Discover problems too late
Without daily KPIs, call scoring and accurate forecasting, poor performance becomes visible after opportunities are already lost.
06
Collin intervenes
Collin resumes recruiting, training, reviewing, managing and rescuing important deals.
07
The rep leaves or gets replaced
The company restarts the same cycle without changing the system that produced the failure.
More Revenue at Risk
More premium opportunities enter inconsistent sales conversations.
More Payroll and Turnover
Commerce Social pays people while discovering whether they can perform.
More Founder Dependence
Every new person creates additional management work for Collin.
The correct hiring sequence
Commerce Social should hire additional setters and closers only after—or in synchronization with—the standards, onboarding, certification, KPIs, coaching and management systems they will operate inside.
Hiring is not the solution to an unmanaged sales engine. Without infrastructure, hiring increases cost, inconsistency, management pressure and revenue exposure.
Commerce Social · Growth Partnership ProposalWhat the Current Gaps Are Costing · 22 / 52
The Economic Consequence
What the Current Gaps Are Costing
The modeled conversion gap is not caused by one missing script. It is the combined financial output of seven underdeveloped revenue drivers: Strategy, Talent, Process, Operations, Systems, Training and Leadership.
80
Modeled held calls per month
5
Modeled closed deals
6.25%
Overall held-call conversion
$300K
Modeled monthly contract value at an illustrative $60K average contract value
Current modeled performance
5 deals × $60,000
$300,000 monthly contract value
At 20% overall conversion
16 deals × $60,000
$960,000 · +$660,000 per month
At 30% overall conversion
24 deals × $60,000
$1.44M · +$1.14M per month
The cost of leaving the seven drivers under-optimized
At the same modeled 80 held calls, $60K average contract value, and a 30% overall conversion comparison.
$13.68M
One-year modeled opportunity gap
$68.4M
Five-year modeled opportunity gap
This is a modeled opportunity gap—not an audited historical loss or guaranteed future result. Qualified volume, contract value, payment structure and the correct conversion denominator will be validated during the initial revenue audit.
View Full Detail — Explore the revenue assumptions
Overall held-call conversion
Deals from 80 held calls
Modeled monthly contract value
Difference vs. modeled baseline
6.25%
5
$300K
—
15%
12
$720K
+$420K
20%
16
$960K
+$660K
25%
20
$1.20M
+$900K
30%
24
$1.44M
+$1.14M
Every row uses the same denominator: 80 total held calls. The separate requested 30% measure applies to qualified strategy calls and cannot be compared directly until qualification is consistently defined.
The $300K starting scenario uses an illustrative $60K average contract value. It is a modeled baseline—not the approximately $240K preliminary reported baseline shown elsewhere, which remains subject to reconciliation.
The transition
The current gaps affect today’s production. The next question is what must change to support Commerce Social’s growth targets.
Commerce Social · Growth Partnership ProposalThe Outcomes Commerce Social Wants · 23 / 52
The Destination
$2M signed. $1.5M collected. A team that can sustain the performance.
Collin requested the following financial outcomes during Month 3, alongside stronger conversion, better deal quality, and a complete sales system.
$2M
New signed contract value during Month 3
The requested signed-contract outcome for Month 3, distinct from cash collected.
$1.5M
New-client cash collected during Month 3
The requested cash-collection outcome for Month 3, tracked separately from signed value.
30%+
Conversion on qualified strategy calls
The requested conversion floor on qualified strategy calls held with the team.
<5%
Refunds and early terminations
The requested maximum rate, using an agreed measurement period.
The operating destination: a trained closer and SDR team, documented sales processes, reliable reporting, and daily sales management that no longer depends on Collin.
Outcome
These are the requested outcomes. The next slides show the production increase and operating changes required to support them.
Commerce Social · Growth Partnership ProposalWhat the Month 3 Target Requires · 24 / 52
The Size of the Change
The target requires several major improvements at the same time.
More closed clients, larger contracts, and higher upfront collections must improve together. The team, sales process, financing, and fulfillment capacity must also support that increase.
New clients closed
Preliminary current position
5
Month 3 target or scenario
24 in the modeled scenario
4.8× production
New signed contract value
Preliminary current position
Approximately $240K
Preliminary; subject to reconciliation
Month 3 target or scenario
$2M
Approximately 8.3× production
New-client cash collected
Preliminary current position
Approximately $75K
Preliminary; subject to validation
Month 3 target or scenario
$1.5M
20× production
View assumptions
Patrick’s latest recollection is approximately $240K signed last month. That figure is preliminary and must be reconciled against the underlying contracts.
If the $240K represents the same five new-client contracts, the implied average contract value is $48K. If 24 deals produce $2M, the required average is approximately $83,333 per contract—about 74% higher.
The 24-deal figure is a modeled scenario based on 80 qualified held opportunities converting at 30%; it is not presented as a separately confirmed commitment from Collin.
The Month 3 target remains a stretch objective. Current evidence does not yet support treating it as a reliable forecast.
Commerce Social · Growth Partnership ProposalWhere the Sales Function Stands Today · 25 / 52
Where the Sales Function Stands Today
The requested production is clear. The supporting capabilities are uneven.
The preliminary seven-driver assessment shows meaningful strengths alongside operational weaknesses. A stronger score means the capability is documented, consistently used, measured, and managed.
Preliminary assessment
Existing source scores, subject to validation during the audit.
Proposed operating standard
80% is a proposed internal assessment standard, not an industry benchmark or a guarantee of revenue.
Sales Operations
35% → 80% proposed
Sales Systems
61% → 80% proposed
Sales Talent
34% → 80% proposed
Sales Strategy
43% → 80% proposed
Sales Process
50% → 80% proposed
Leadership & Management
44% → 80% proposed
Training & Ramping
39% → 80% proposed
Revenue can improve before every driver reaches the proposed standard. The purpose of the comparison is to expose operating consistency—not predict revenue.
What the audit resolves
The audit identifies which weaknesses are limiting results most—and which existing strengths we can build on.
Commerce Social · Growth Partnership ProposalTwo Approaches to Growth · 26 / 52
Two Approaches to Growth
Expand against demonstrated capacity.
Approach 1
Increase volume before resolving the constraints
Add leads and people while qualification, coaching, follow-up, and management remain inconsistent.
More volume
Same constraints
More pressure
Revenue may increase, while lead waste, management workload, uneven rep performance, and fulfillment pressure increase with it.
Approach 2
Strengthen execution while preparing to expand
Diagnose the constraints, coach the existing team, build and test the missing processes, and recruit against validated needs.
Strengthen
Test
Expand
Better evidence for deciding when additional leads, closers, SDRs, and fulfillment capacity will support profitable growth.
Diagnose and stabilize. Build and test. Install and manage. Expand as performance supports it.
Training, diagnosis, and team evaluation begin together. Building and recruiting can overlap. Larger expansion decisions follow evidence.
View Full Detail — The five-step scaling map
1
Establish the numbers and diagnose the causes
What changes: Validate the baseline and all seven drivers.
Evidence: An agreed starting point and prioritized constraints.
2
Improve current performance and evaluate the team
What changes: Train, review calls, coach each closer, and assess application.
Evidence: Written talent recommendations and observed improvement.
3
Build and test the missing systems
What changes: Create offer-specific processes, SDR workflows, follow-up, SOPs, and management tools; test them on real opportunities.
Evidence: Priority processes are documented, used, and improved from evidence.
4
Establish repeatable team performance
What changes: Manage KPIs and track conversion, collections, deal quality, readiness, and delivery capacity.
Evidence: Consistent execution across enough opportunities and sales cycles.
5
Expand volume and capacity
What changes: Increase qualified opportunities and add sales and fulfillment capacity as performance and economics support it.
Evidence: Additional volume is handled with acceptable economics and delivery performance.
This is the approach behind the recommended engagement.
Commerce Social · Growth Partnership ProposalThe Commerce Social Sales Leadership Partnership · 28 / 52
The Commerce Social Sales Leadership Partnership
One accountable partner to diagnose, build, train, and lead the sales function.
A 12-month Fractional CRO and Head of Revenue partnership led by Patrick Jones of Sales Savage. This is not a course, a strategy document, or temporary consulting.
Four phases · One accountable leadership scope
The two-minute engagement map
The table below connects every known problem to the asset, operating ownership, timing, and measurable intent.
Problem
What Sales Savage Will Create
What Sales Savage Will Install and Manage
Timing
Intended Measurable Result
6.25% overall close rate
Metric dictionary, qualification standard, conversion model
Curriculum, certification, role-play, and call library
Training, certification, and individual development
Days 31–90
Measured readiness before premium leads
No objective talent-management system
Ideal profiles, auditions, scorecards, and decision matrix
Recruiting and retain/develop/reassign/replace decisions
Days 1–90
Evidence-based talent decisions
No SDR team or SDR operating system
SDR role, scripts, sequences, KPIs, routing, and handoffs
Recruit, train, launch, and manage one to two SDRs
Days 1–90
Dormant demand becomes worked pipeline
Approximately 10,000 unworked leads
Database segmentation and reactivation architecture
Prioritized outreach, disposition, nurture, and reporting
Days 31–90
Qualified conversations from existing demand
Weak follow-up and no-show recovery
Automated and rep-led follow-up sequences
Compliance, no-show recovery, nurture, and escalation
Days 1–60
Fewer opportunities lost after booking or calls
Unvalidated RatioTech process
Approval, adoption, economics, and compliance audit
Track offers, approvals, funded proceeds, and fees
Days 1–30 onward
Verified effect on funded cash and close rate
Founder dependency
Leadership cadence, decision rights, and escalation rules
Own revenue management as Fractional CRO and Head of Revenue
Immediate onward
Collin operates by exception and strategic value
Fulfillment-capacity risk
Sales-to-fulfillment capacity model and scale gates
Coordinate forecasts, intake pacing, and handoffs
Days 1–90 onward
Sales growth stays inside safe delivery capacity
Missing retention and renewal infrastructure
Renewal, expansion, risk, and feedback system
Manage revenue-side cadence with fulfillment owners
Days 61–365
MRR growth protected by retention visibility
View Full Detail — Complete seven-driver audit scores
0%Sales Operations
0%Sales Systems
0%Sales Talent
0%Sales Strategy
0%Sales Process
0%Leadership & Management
0%Training & Ramping
under 40% — structural failure 40–59% — partially built 60%+ — working, still leakingClick any driver to open the diagnosis
The problem
KPI accountability and daily scorecards both scored 1/10. Revenue forecasting and opportunity ownership scored 2/10. Conversion tracking, weekly optimization, closer projections, and dashboards scored only 4/10. There is no dependable daily view of quota pace, projected cash, pipeline risk, follow-up compliance, or individual performance. The company is discovering misses after revenue is already gone.
What we install
Install one source of truth for monthly quotas, weekly targets, daily KPIs, rep checklists, individual projections, pipeline coverage, cash forecasts, opportunity ownership, conversion reporting, retention/LTV reporting, and management intervention.
Measurable result
Every rep knows what must happen today; leadership sees underperformance early enough to correct it before the week or month is lost.
0%
Assessed driver
Sales Operations — audit evidence
11 capabilities scored · 4 critical (2/10 or below)
KPI System and Accountability
1/10
Daily Scorecards and Checklists
1/10
Complete Conversion Tracking
4/10
Weekly Data Review and Optimization
4/10
Individual Closer Projections
4/10
Revenue Forecasting
2/10
Sales Dashboards
4/10
Opportunity Ownership
2/10
Sales-to-Marketing Feedback
5/10
Sales-to-Fulfillment Handoff
8/10
Retention and Lifetime-Value Tracking
3/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
1. Sales Operations — the problem
KPI accountability and daily scorecards both scored 1/10. Revenue forecasting and opportunity ownership scored 2/10. Conversion tracking, weekly optimization, closer projections, and dashboards scored only 4/10. There is no dependable daily view of quota pace, projected cash, pipeline risk, follow-up compliance, or individual performance. The company is discovering misses after revenue is already gone.
What we install
Install one source of truth for monthly quotas, weekly targets, daily KPIs, rep checklists, individual projections, pipeline coverage, cash forecasts, opportunity ownership, conversion reporting, retention/LTV reporting, and management intervention.
Measurable result
Every rep knows what must happen today; leadership sees underperformance early enough to correct it before the week or month is lost.
0%
Assessed driver
Sales Operations — audit evidence
11 capabilities scored · 4 critical (2/10 or below)
KPI System and Accountability
1/10
Daily Scorecards and Checklists
1/10
Complete Conversion Tracking
4/10
Weekly Data Review and Optimization
4/10
Individual Closer Projections
4/10
Revenue Forecasting
2/10
Sales Dashboards
4/10
Opportunity Ownership
2/10
Sales-to-Marketing Feedback
5/10
Sales-to-Fulfillment Handoff
8/10
Retention and Lifetime-Value Tracking
3/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
2. Sales Systems — the problem
Lead assignment and appointment confirmation are strong, but the systems after booking are leaking. Automated follow-up scored 2/10, reactivation 3/10, short-term nurture 4/10, and documented SOPs 4/10. CRM accuracy is only 5/10. Opportunities can stall, disappear, or depend on a rep's memory while dormant demand remains unworked.
Commerce Social recovers revenue from stalled and dormant opportunities and manages the entire conversion path from one reliable operating environment.
0%
Assessed driver
Sales Systems — audit evidence
10 capabilities scored · 1 critical (2/10 or below)
CRM Accuracy and Tracking
5/10
Pipeline Structure
8/10
Lead Assignment and Routing
10/10
Appointment Confirmation System
10/10
No-Show Prevention and Recovery
8/10
Automated Follow-Up System
2/10
Short-Term Nurture System
4/10
Long-Term Nurture System
7/10
Reactivation System
3/10
Documented Sales Systems and SOPs
4/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
3. Sales Talent — the problem
Candidate pipeline and individual performance visibility scored 2/10. Clear performance expectations scored 2/10. Coach-retain-or-replace discipline scored 1/10. The current audit exposed a closer with weak commercial control, yet Commerce Social has no objective system to determine whether the failure is talent, training, process, or management. Hiring more people into this environment risks burning premium leads while founders cycle through reps.
What we install
Define the ideal closer profile; recruit two additional in-house closers alongside the current team; use evidence-based sourcing, past-call review, intro video, structured interviews, role-play auditions, certification, and a controlled 30-day KPI competition.
Measurable result
Current and new closers receive a fair test inside the same system. Strong performers earn seats; coachable reps receive development; people who cannot meet the verified standard are replaced from evidence, not emotion.
0%
Assessed driver
Sales Talent — audit evidence
9 capabilities scored · 4 critical (2/10 or below)
Defined Role and Success Profile
5/10
Predictable Hiring Process
3/10
Candidate Pipeline
2/10
Audition and Evaluation
5/10
Individual Performance Visibility
2/10
Objective Talent Evaluation
5/10
Clear Performance Expectations
2/10
Coach, Retain, or Replace System
1/10
Capacity and Workforce Planning
6/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
4. Sales Strategy — the problem
The ICP is relatively strong, but buyer intelligence scored 4/10, pricing/cash collection 5/10, hidden revenue 4/10, revenue pathways 3/10, and both upsell/cross-sell and referrals scored 1/10. Premium enterprise brands and smaller accounts are not yet governed by fully differentiated pricing, proof, stakeholder mapping, deal routes, and capacity economics.
What we install
Create separate enterprise and growth-account routes, premium pricing logic, stakeholder plans, qualification criteria, PIF/financing rules, performance-fee architecture, upsell/cross-sell, referrals, hidden-revenue plays, and sales-to-fulfillment capacity models.
Measurable result
Higher-value prospects receive an enterprise buying experience, smaller opportunities receive an efficient route, and Commerce Social raises cash per held call without relying only on more volume.
0%
Assessed driver
Sales Strategy — audit evidence
9 capabilities scored · 2 critical (2/10 or below)
Ideal Client Profile
8/10
Buyer Intelligence
4/10
Offer Positioning
6/10
Lead-Source Strategy
7/10
Pricing and Cash-Collection Strategy
5/10
Upsell and Cross-Sell Strategy
1/10
Referral System
1/10
Hidden Revenue Strategy
4/10
Revenue Pathways
3/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
5. Sales Process — the problem
Post-call follow-up, proposal/contract/payment, and continuous improvement each scored 3/10; objection handling scored 4/10. The audited call lacked controlled discovery, quantified financial impact, cost of inaction, a meaningful gap, proof, decision control, and commercial authority. Strategy was given away before value was established, price was softened before resistance, and the buyer was never made to confront why staying the same was more expensive than changing.
What we install
Install the Commerce Social Savage 7, pre-call diagnosis, stage objectives, required questions, financial-gap model, proof sequence, stakeholder and decision map, proposal/payment path, objection prevention, follow-up, call scoring, and continuous improvement loop.
Measurable result
Every closer follows one relationship-driven, measurable process instead of improvising. Calls become trainable, scoreable, and capable of supporting the 40% mature benchmark and 50% north-star target.
0%
Assessed driver
Sales Process — audit evidence
9 capabilities scored · 0 critical (2/10 or below)
Qualification Process
7/10
Pre-Call Process
5/10
Predictable Sales-Call Process
5/10
Customized Strategy and Presentation
8/10
Objection-Handling Process
4/10
Post-Call Follow-Up Process
3/10
Proposal, Contracting, and Payment
3/10
Client Onboarding and Handoff
7/10
Continuous Process Improvement
3/10
6. Leadership & Management — the problem
Founder independence scored 1/10; clear sales ownership and the weekly pipeline/forecasting meeting scored 3/10; the performance-improvement process scored 3/10. A daily huddle exists, but no dedicated leader owns the full result. Collin remains manager, call reviewer, escalation point, strategic closer, and rescue mechanism. Without ownership, every new system will decay.
What we install
Sales Savage serves as embedded Head of Revenue and fractional CRO, owns daily management, pipeline, forecasts, coaching, standards, talent decisions, and performance improvement, then develops and installs an internal sales manager as the function matures.
Measurable result
Daily sales leadership comes off Collin's plate while Commerce Social retains an in-house team, predictable management cadence, and a more transferable revenue asset.
0%
Assessed driver
Leadership & Management — audit evidence
9 capabilities scored · 1 critical (2/10 or below)
Clear Sales Ownership
3/10
Daily Huddle System
7/10
Weekly Pipeline and Forecast Meeting
3/10
Call-Review System
5/10
Individual Coaching
5/10
Performance Review System
5/10
Performance Improvement Process
3/10
Team Communication and Follow-Through
8/10
Founder Independence
1/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
7. Training & Ramping — the problem
Weekly live call reviews scored 2/10 and individual development plans scored 1/10. Product mastery, call-training library, 30/60/90 ramping, KPI ramping, ongoing training, and objection infrastructure scored only 4/10. There is no dependable weekly rhythm for call review, role-play, objection mastery, product mastery, or individualized correction. New hires are effectively learning on expensive live leads.
What we install
Build a company/product library, demonstrated-ability certification, a 30-day ramp plan with weekly milestones, separate weekly skill training and live call-review coaching, focused role-play during ramp, an objection matrix and video library, individual development plans, monthly grading, and leadership approval before premium opportunities.
Measurable result
No salesperson receives Commerce Social's best opportunities until readiness is demonstrated. Ramp time becomes measurable, repeated mistakes become training, and weak performance becomes visible quickly.
0%
Assessed driver
Training & Ramping — audit evidence
11 capabilities scored · 2 critical (2/10 or below)
Documented Onboarding System
6/10
Company and Product Training Library
4/10
30-, 60-, and 90-Day Ramping Plan
4/10
30-Day KPI Ramp System
4/10
Product and Market Mastery
4/10
Role-Play and Certification
6/10
Sales-Call Training Library
4/10
Weekly Live Call Reviews
2/10
Objection Matrix and Video Library
4/10
Continued Weekly Training
4/10
Individual Development Plans
1/10
Scores at or below 2/10 are the operating conditions that allow weak calls, missed follow-up, unreliable forecasts, and founder dependence to continue unnoticed.
Outcome
Commerce Social keeps its in-house team. Sales Savage supplies the leadership, methodology, management cadence, and documented IP that team has never had.
Commerce Social · Growth Partnership ProposalTen Revenue Roles. One Accountable Partner. · 29 / 52
Scope of Engagement
Patrick owns the work between the growth target and the team's daily execution
A mature revenue organization divides this work among ten functions. In this engagement, they are assumed by one accountable partner so nothing falls between roles.
Fractional CRO & Head of RevenueThe revenue plan and its targets
The $1.5M cash and $2M contract-value revenue plan
Revenue targets and growth priorities
Sales capacity planning
Pricing and cash-collection strategy
Enterprise and growth-account strategy
Alignment between sales, marketing, and fulfillment capacity
Sales ExecutiveTeam performance against the plan
Sales-team performance
Monthly quotas and weekly targets
Revenue forecasting
Pipeline coverage
Rep capacity and lead allocation
Performance standards
Retain, develop, reassign, or replace recommendations
Day-to-Day Sales ManagerDaily execution and accountability
Daily revenue huddles
Individual rep accountability
Daily closer projections
Pipeline movement
Follow-up enforcement
CRM compliance
Weekly performance reviews
Performance improvement plans
Sales Training & Enablement DirectorOne process, coached every week
The Commerce Social Savage 7 sales process
Weekly sales training
Weekly call reviews
Individual closer coaching
Objection training
Role-play
Enterprise-sales training
Call scoring
Company-specific scripts, playbooks, and training materials
Sales Talent & Recruiting LeadEvidence-based hiring and ramping
Closer and SDR role scorecards
Candidate sourcing strategy
Interviewing
Call auditions
Role-play assessments
Candidate evaluation
Hiring recommendations
New-hire certification
30-to-45-day ramp-to-KPI
Evidence-based talent decisions
Commerce Social retains final employment, compensation, hiring, and termination authority.
Sales Operations ArchitectKPIs, dashboards, and forecast discipline
Setter and closer KPIs
Daily scorecards
Monthly quota systems
Revenue dashboards
Cash-collected reporting
Contract-value reporting
Forecast accuracy
Opportunity ownership
Performance visibility by rep, source, offer, and buyer segment
Revenue Systems & SOP ArchitectThe documented system behind every role
Sales-process SOPs
Closer and SDR onboarding SOPs
Hiring and audition SOPs
Certification and ramp-to-KPI SOPs
Daily huddle and call-review SOPs
Coaching and objection-handling SOPs
Pipeline and forecasting SOPs
Follow-up, reactivation, and no-show recovery SOPs
Proposal, contracting, financing, and payment SOPs
Sales-to-fulfillment handoff SOPs
The full SOP Library is detailed in Phase 2.
SDR Team Architect & LeaderSpeed to lead and a worked database
SDR team strategy, roles, and responsibilities
Speed-to-lead process
Lead qualification
Appointment confirmation
No-show recovery and rebooking
Short-term and long-term nurture
Database reactivation
Closer handoff
SDR KPIs, training, coaching, and performance management
Enterprise Deal StrategistPremium opportunities run properly
Enterprise opportunity strategy
Stakeholder mapping
Pre-call research standards
Executive-level discovery
Financial-gap development
Proof and presentation strategy
Pricing recommendations
Decision-process management
Strategic deal coaching
Collin participates selectively when founder involvement materially increases the probability or value of the deal.
Internal Leadership BuilderThe system outlives the engagement
Identifying or recruiting the future internal sales manager
Developing that leader
Transferring the management cadence
Documenting the operating system
Reducing founder dependency
Preparing the revenue function to operate without Sales Savage's permanent involvement
This is not a claim that ten roles equal ten full-time employees. The point is accountability: one partner owns the connections between these functions — the handoffs, definitions, standards, and follow-through — so they cannot fail independently.
What would it cost to purchase these services separately?
Illustrative comparison using Patrick’s estimates. Actual provider scope and pricing vary. Select any service to see what it covers — and what it does not.
1Sales Executive$30,000/month
What this service covers: Leads sales planning, sets team targets, reviews performance, and directs execution.
What this service alone doesn’t cover: Recruiting, SOP creation, individual coaching, weekly training, and CRM implementation require explicit ownership and delivery capacity.
2Sales Consulting with the Executive Team$12,000–$15,000/month
What this service covers: Diagnoses sales problems and recommends changes to strategy, offers, processes, and team structure.
What this service alone doesn’t cover: Advice still needs someone to build the recommended systems, train the team, and manage implementation.
What this service covers: Runs daily huddles, tracks KPIs, manages pipeline and follow-up, reviews projections, and holds representatives accountable.
What this service alone doesn’t cover: Daily management does not automatically include redesigning offers, rebuilding the sales process, or creating SDR and training systems. The revenue-share base must be defined.
4Individual Sales Coach$10,000/month
What this service covers: Reviews closer performance, runs call analysis and corrective coaching, identifies weaknesses, and provides personalized coaching and improvement plans.
What this service alone doesn’t cover: Improving a closer’s skills does not fix lead qualification, routing, offer positioning, or the follow-up systems surrounding them.
5Weekly Sales Trainer$10,000–$15,000/month
What this service covers: Delivers weekly skill training, demonstrations, role-play, and practice, and reinforces the required skills.
What this service alone doesn’t cover: Someone must manage daily application, inspect follow-through, and hold each representative accountable between sessions.
What this service covers: Establishes KPI definitions, scorecards, reporting, pipeline visibility, sales projections, and forecasting processes.
What this service alone doesn’t cover: Reporting identifies performance problems; someone must coach the people, correct execution, and act on the findings.
7Enterprise Deal Strategy$5,000–$10,000/month
What this service covers: Supports offer-specific positioning, stakeholder alignment, proposals, pricing, negotiations, and complex buying decisions.
What this service alone doesn’t cover: Supporting important deals does not build or manage the wider closer and SDR organization.
8Sales Recruiting$7,000–$10,000 per closer or SDR hired
What this service covers: Sources candidates, screens experience, reviews recorded calls, conducts interviews and role-play assessments, and recommends hires.
What this service alone doesn’t cover: Each hire still needs company-specific onboarding, a working sales process, training, coaching, and daily management. Representative compensation is separate.
9Sales SOP & Playbook Build-Out$2,000–$4,000 per SOP · $150,000 illustrative (50 SOPs at $3,000 each)
What this service covers: Documents qualification, sales conversations, follow-up, CRM procedures, recruiting, onboarding, training, and management routines. Estimated need: 50+ SOPs, subject to the audit.
What this service alone doesn’t cover: Written procedures still need to be taught, practiced, used consistently, and improved through execution.
10SDR System Build-Out$8,000–$15,000 setup
What this service covers: Creates qualification rules, outreach scripts, speed-to-lead procedures, confirmations, no-show recovery, nurture, reactivation, and closer handoffs.
What this service alone doesn’t cover: The system still needs staffed roles, training, supervision, and ongoing performance management.
Plus recruiting at $7,000–$10,000 per hire and the manager’s 5%–7% revenue share. Excludes representative compensation, software, advertising, and travel.
Patrick’s illustrative estimates assume seven separate ongoing services for 12 months. Provider scopes may overlap and engagement lengths vary. This is not a verified market quote or guaranteed savings calculation.
Outcome
One accountable partner connecting the work. Strategy, systems, recruiting, training, coaching, and daily sales leadership—coordinated within the agreed engagement scope.
Three engagements, shown with the same discipline expected from this one: the starting problem, the specific responsibility, what was implemented, the measured result, and the timeframe.
Case Study One
Patrick's personal sales production
Starting problem
To be supplied by Patrick — no figure is shown here until it is verified.
Patrick's responsibility
To be supplied by Patrick — no figure is shown here until it is verified.
What he implemented
To be supplied by Patrick — no figure is shown here until it is verified.
Measured result
To be supplied by Patrick — no figure is shown here until it is verified.
Timeframe
To be supplied by Patrick — no figure is shown here until it is verified.
View Full Detail — Testimonial or supporting evidence
Space reserved for a client testimonial or supporting screenshot — added only once supplied and verified.
Case Study Two
Results achieved by a team Patrick led or supported
Starting problem
To be supplied by Patrick — no figure is shown here until it is verified.
Patrick's responsibility
To be supplied by Patrick — no figure is shown here until it is verified.
What he implemented
To be supplied by Patrick — no figure is shown here until it is verified.
Measured result
To be supplied by Patrick — no figure is shown here until it is verified.
Timeframe
To be supplied by Patrick — no figure is shown here until it is verified.
View Full Detail — Testimonial or supporting evidence
Space reserved for a client testimonial or supporting screenshot — added only once supplied and verified.
Case Study Three
Results achieved by a company Patrick supported
Starting problem
To be supplied by Patrick — no figure is shown here until it is verified.
Patrick's responsibility
To be supplied by Patrick — no figure is shown here until it is verified.
What he implemented
To be supplied by Patrick — no figure is shown here until it is verified.
Measured result
To be supplied by Patrick — no figure is shown here until it is verified.
Timeframe
To be supplied by Patrick — no figure is shown here until it is verified.
View Full Detail — Testimonial or supporting evidence
Space reserved for a client testimonial or supporting screenshot — added only once supplied and verified.
Outcome
Every figure on this slide comes directly from documented engagements — personal production is always labeled separately from results achieved by teams or companies Patrick supported.
Commerce Social · Growth Partnership ProposalPhase 1 · Diagnose, Stabilize & Evaluate · 32 / 52
Phase 1 · Diagnose & Stabilize · September 25 – October 24
Find what’s holding sales back. Coach the current team. Decide who moves forward.
During the first 30 days, Patrick investigates the causes of lost sales across all seven revenue drivers, works directly with the current closers, and delivers a clear plan for what to fix, build, and hire next. Training and targeted coaching begin during the audit while Patrick evaluates each closer’s skills, coachability, and fit.
Sept 25
Phase 1 begins
Oct 24
Phase 1 complete
Day 30
Recommendations delivered
One combined weekly Call Surgery and training session
Patrick reviews actual calls, teaches the priority skill revealed by the evidence, demonstrates the correction, and has the team practice it.
Weekly executive review and urgent opportunity support
Patrick meets with Collin and Setu, supports selected live opportunities, and addresses immediate follow-up gaps without taking over full daily management on Day 1.
Individual closer interviews and evaluation
Interview every closer individually; review each person’s calls, pipeline, strengths, and weaknesses; provide targeted feedback; and track how each person responds and applies it.
Day 30 talent recommendations and a hiring plan
Deliver a written recommendation for every closer—retain, develop, reassign, replace, or gather more evidence—and use those decisions to define Phase 2 closer and SDR recruitment requirements.
One Weekly Call Surgery & Training Session
Patrick reviews recorded sales calls with the team, identifies the priority weakness, teaches and demonstrates the stronger approach, and has the closers practice the correction. Examples include deeper discovery, quantifying financial impact, presenting proof, handling recurring objections, or securing a clear decision.
Each week: inspect the evidence, teach the correction, practice it, apply it on calls, and review what changed.
New skills build on the skills already being practiced. Attendance alone does not produce mastery.
View Full Detail — Individual closer work and selected deal support
Interview every closer individually.
Review each closer’s calls, pipeline, strengths, and weaknesses.
Provide targeted individual feedback separate from group training.
Track how each person responds to coaching and applies it.
Support selected live deals and immediate follow-up gaps.
Every closer receives an individual assessment. Evaluation starts in Week 1 and continues throughout the month.
Step 1 — Meet individually
Understand their experience, confidence in the offer, challenges, current approach, and what support they believe is missing.
Step 2 — Review their work
Listen to representative calls and inspect their pipeline, follow-up, CRM records, and results in the context of the opportunities they received.
Step 3 — Assess their skills
Evaluate product knowledge, buyer understanding, discovery, financial questions, proof, objection handling, closing, and follow-up. Use role-play where needed.
Step 4 — Coach and observe
Give targeted individual feedback and track whether they understand it, practice it, apply it, and improve.
Step 5 — Deliver a written Day 30 recommendation
For every closer, document strengths, weaknesses, coaching response, future-team fit, and a recommendation to retain, develop, reassign, replace, or gather more evidence.
Retain
Meets the required skills, standards, and coachability.
Develop
Has potential and needs a specific improvement plan.
Reassign
May contribute more effectively in a different role.
Replace
Material gaps remain after fair evaluation and coaching.
More evidence needed
Comparable calls or opportunities are insufficient for a fair decision.
By Day 30, Collin and Setu receive a recommendation for each closer and a plan for filling the team’s remaining gaps.
Those recommendations determine the closer and SDR recruitment requirements for Phase 2. Patrick recommends; Commerce Social approves hiring and employment decisions. Staffing transitions are planned to protect sales coverage.
SDR development and financing are assessed within the seven-driver audit; they do not replace a driver.
Sales Strategy
Buyer segments, offers, pricing, contract terms, financing, proof, and the sales approach required for each offer.
Sales Talent
Current closers, hiring standards, role fit, compensation, capacity, onboarding, and ramping.
Sales Process
The journey from opt-in through qualification, booking, discovery, proposal, decision, payment, and handoff. Identify where buyers stall and why.
Sales Operations
KPIs, quotas, scorecards, reporting, forecasts, accountability, and coordination with marketing and fulfillment.
Sales Systems
HubSpot, pipeline stages, lead routing, reminders, follow-up, nurture, database reactivation, automations, and existing SOPs.
Training
Current training, call reviews, role-play, offer knowledge, objection handling, coaching, and individual development plans.
Sales Leadership & Management
Who leads the team, how performance is reviewed and corrected, which meetings happen, and where Collin remains the bottleneck.
For each driver, document:
What currently works. What is missing or inconsistent. What the evidence suggests is causing the problem. What needs to be fixed, built, or tested first.
Also assess financing feasibility, SDR requirements, and fulfillment capacity with the relevant company owners.
The combined weekly Call Surgery and training session, targeted individual coaching, executive review, and urgent opportunity support continue across all four weeks. Existing daily management remains assigned until the planned handover.
Week 1
Meet the team and establish the starting point
Begin individual closer interviews and call reviews. Check reported sales, signed value, collected cash, and call numbers. Identify immediate weaknesses and run the first targeted training session.
Week 2
Trace where sales are being lost
Examine buyer journeys, qualification, discovery, proposals, follow-up, and lost deals. Continue closer assessments and coaching. Deliver a working qualification standard and preliminary headcount/revenue model by Day 14, with assumptions clearly identified.
Week 3
Test the findings and assess team fit
Review whether reps apply coaching. Investigate offer economics, financing, HubSpot, database quality, SDR needs, and fulfillment capacity. Include the buyer-journey review and agreed secret-shop exercise.
Week 4
Make recommendations and prepare the next phase
Complete individual closer reports, prioritize the required system changes, and present the hiring and implementation plan to Collin and Setu. Flag any conclusions that still need evidence.
Weekly executive meeting with Collin and Setu
Review findings, current sales performance, team progress, decisions needed, and the coming week’s priorities. Schedule a separate strategy session when an issue requires deeper work.
Outcome
By Day 30, Commerce Social has checked the key numbers, identified unresolved gaps, evaluated every closer, and received a prioritized build and hiring plan.
By Day 30, we know what needs to change—and who we need to move forward.
A clear starting point
Checked sales, call, contract-value, and cash-collection numbers, with unresolved data gaps identified.
A diagnosis across all seven drivers
The main causes of lost sales, what already works, and the fixes in priority order.
A written assessment of every closer
Strengths, weaknesses, coaching response, role fit, and a recommendation to retain, develop, reassign, or replace.
An improvement plan for the retained team
The skills, behaviors, coaching, and performance expectations each person needs next.
A closer and SDR hiring plan
Which roles are needed, how many, whether they replace existing seats or add capacity, candidate standards, proposed compensation, and recruitment timing.
The next-phase build plan
Which processes, offers, SOPs, training, CRM changes, and reporting must be built first, who is responsible, and when they are needed.
The next phase begins with a defined build plan, clear talent decisions, and an approved recruitment brief.
Recruiting preparation can begin during Phase 1 as requirements become clear. Hiring proceeds against the approved roles and budget.
Phase 2 · Build, Recruit & Train · October 25 – November 24
Build the sales system. Test it on real opportunities. Train the team to use it.
Patrick builds the sales process, SOPs, training materials, SDR system, and sales intelligence dashboard. He tests the new process on selected opportunities and continues developing the current team through weekly skill training and weekly Call Surgery. At the same time, he recruits against the approved closer and SDR hiring plan. This prepares Commerce Social for either installation option in Phase 3: the Miami Accelerator or Remote Installation.
Oct 25
Phase 2 begins
First version
Prepared for live testing
Nov 24
Phase 2 complete
Build the process around Commerce Social’s buyers
Create the sales approach for each offer, from initial opt-in and qualification through discovery, proposal, financing, close, and fulfillment handoff.
Train and coach the current team every week
Continue two separate weekly sessions: sales skill training with practice, and live call review with coaching. Give each retained closer an individual improvement plan.
Test the process through live selling
Patrick personally takes selected qualified calls, works through real buyer questions and objections, and refines the approach alongside the team.
Recruit and prepare the next hires
Source, interview, assess, and recommend closers and SDRs based on the approved roles. Prepare selected hires for onboarding under either installation option.
A working version that improves through use.
Define buyer segments and qualification standards for each offer.
Map the journey from opt-in through booking, discovery, proposal, decision, payment, and fulfillment handoff.
Create distinct sales approaches for different offers and enterprise buying decisions.
Define pricing, contract terms, financing presentation, and discount-approval rules.
Build proposal assets and the information buyers need to make a decision.
Test and improve the first version through Patrick’s calls and the current team’s calls.
Weekly Sales Skill Training — one session per week
Patrick teaches a priority skill, demonstrates it, and leads role-play. Closers practice and apply it on their calls to improve sales execution.
Weekly Call Surgery — one separate session per week
Patrick reviews recorded calls live with the team, identifies missed opportunities, and coaches stronger execution.
Practice and Targeted Feedback
The team practices between sessions. Patrick checks application and gives specific corrections as part of training and testing.
Patrick Tests What He Builds
Patrick takes selected qualified calls to test the new process, offer positioning, objections, and follow-up. He uses the findings to improve the SOPs and training materials before installation.
Weekly Executive Meeting
Patrick meets with Collin and Setu to review the build, recruitment, findings, and decisions needed for Phase 3.
Phase 2 can include pipeline inspection for diagnosis and testing. It does not assign Patrick and Sales Savage ownership of daily pipeline management yet — daily huddles, routine pipeline and forecast management, scheduled weekly individual coaching for every representative, daily KPI, quota, CRM and follow-up enforcement, and monthly individual performance reviews transfer to Patrick and Sales Savage in Phase 3.
Recruit both closers and SDRs against the approved hiring plan, using Phase 1 findings to determine roles and headcount.
Source candidates and review their experience and recorded calls.
Conduct structured interviews, role-play assessments, and reference checks.
Make hiring recommendations for Commerce Social’s approval.
Prepare approved hires for onboarding under either installation option; SDRs begin training as they are hired and onboarded.
Plan staffing transitions to protect sales coverage.
Prepare a 30-day ramp plan with weekly learning, practice, activity, and performance milestones. Certification depends on demonstrated ability. Full-quota timing reflects the role, sales cycle, and available opportunities.
The recruitment objective is to have selected new hires ready for the Phase 3 installation — Miami Accelerator or Remote Installation — subject to candidate selection and Commerce Social approval.
Company-specific sales-process documents.
Closer training materials.
SDR training materials.
Offer, buyer, pricing, and financing training.
Objection examples and responses.
Call-review scorecards.
Role-play exercises.
Onboarding materials.
Certification assessments.
Thirty-day ramp plans.
Patrick turns lessons from his own calls and the team’s calls into training examples, scripts, SOPs, and coaching exercises. The materials evolve as the team tests them.
Every company-specific process, SOP, script, scorecard, and training standard created for the engagement is owned by Commerce Social.
View Full Detail — Priority SOP Library — organized by driver
After the audit, each item is marked Keep, Update, Build, or Later. Priority SOPs required for installation come first; usefulness and adoption matter more than document count.
Strategy
ICP and disqualification
Offer and pricing approval
Financing and AP pathways
Capacity planning
Lead-source feedback
Referral, upsell, and renewal identification
Sales economics
Executive decisions
Talent
Closer and SDR job descriptions
Candidate sourcing
Interviews, auditions, and references
Hiring and preboarding
Compensation administration
Internal manager development
Sales Process
Qualification and routing
Pre-call research
Growth-account sales process
Enterprise sales process
Financial impact and cost-of-inaction
Proof and proposals
Objection handling
Contracting and collection
Account-management handoff
Stalled-deal escalation
Sales Operations
Metric definitions
Quotas and daily projections
Rep scorecards
Pipeline and forecasting
Forecast accuracy
Refund, churn, and retention feedback
Dashboard data checks
Systems
HubSpot field and stage standards
Lead reassignment
Speed to lead
Confirmation and preparation
No-show recovery
Short-term follow-up
Long-term nurture
Database reactivation
Training & Ramping
Closer onboarding
SDR onboarding
Certification
Thirty-day ramp
Objection and training libraries
Call-review scoring
Individual development plans
Leadership & Management
Daily huddles
Weekly training and coaching
Monthly reviews
Performance improvement
A documented first version of the sales process for each priority offer.
Current closers using and practicing the completed parts of that process.
Recorded examples and call reviews showing what is working and what still needs adjustment.
Individual closer development plans and updated talent recommendations.
Priority SOPs, training materials, and call-scoring standards prepared for Miami.
Closer and SDR candidates assessed, with approved hires prepared for onboarding.
Certification assessments and 30-day ramp plans ready for use.
Outcome
Phase 2 prepares the system and team for takeover. Patrick builds, tests, recruits, and trains while Collin or the current designated lead retains routine daily sales management. Full daily sales leadership transfers to Patrick at the start of Phase 3, whichever installation option Commerce Social selects.
Commerce Social · Growth Partnership ProposalThe SDR System · 35 / 52
The SDR Team and Follow-Up System
Every eligible lead has an owner, a next step, and a follow-up path
The system covers ad-driven leads, inbound organic leads, and the approximately 10,000 unworked past leads — with speed-to-lead and confirmation treated as the highest-leverage activities in the entire funnel.
Build and Hire
An SDR function, not a task list
SDR role definition, sourcing, interviews, auditions, and compensation inputs; onboarding and ramp run on the same standard as closers.
Workflows
Speed, confirmation, recovery
Lead inventory and data hygiene, segmentation and prioritization, outreach scripts and sequences, qualification and booking, confirmation and handoff, no-show recovery, and recycling.
Training and Accountability
Managed to daily KPIs
Activity, contact, conversation, qualification, booking, show, opportunity, and pipeline KPIs — with daily management, coaching, and call review.
SDR role definition, ideal profile, sourcing, interviews, auditions, compensation inputs, onboarding, and ramp.
Lead inventory, data hygiene, segmentation, prioritization, reactivation, nurture, no-show recovery, and recycling.
The approximately 10,000-lead list is treated as a separate, dedicated workstream — reactivated in planned waves, not abandoned.
Commerce Social employs the SDRs; Sales Savage designs, trains, and manages the function.
SDR and closer handoff criteria are documented so qualified leads are never dropped at the boundary.
Operating assumptions — to validate
Figures such as roughly 150 dials and 3–5 qualified bookings per SDR per day are assumptions to validate during the audit, not performance guarantees. Final activity standards follow the verified baseline.
Installation path
The Miami Accelerator includes SDR implementation inside the integrated four-day onsite. The core package retains the complete SDR strategy, systems, training, coaching, and management through remote implementation.
Outcome
Commerce Social stops losing revenue inside its own database: qualified leads are booked and confirmed faster, follow-up is completed, and the reactivation engine runs on a schedule.
Commerce Social · Growth Partnership ProposalLeads From the Front · 36 / 52
Player-Coach Leadership · Begins in Phase 2
I build it. I use it on real calls. I coach your team to execute it.
Patrick personally takes selected qualified Commerce Social sales calls to test the process he is building. He experiences the buyers’ questions, objections, pricing concerns, and decision process firsthand—then uses that evidence to refine the approach and train the team.
1. Build the First Version
Use the audit findings to shape the offer-specific sales process, questions, proof, presentation, pricing, and follow-up.
2. Sell With It Personally
Take selected qualified calls and work opportunities toward a decision. Test discovery, recommendations, objections, financing, and next steps with real buyers.
3. Improve It From Evidence
Review what advanced the deal, where buyers hesitated, and what failed. Update the process and supporting materials accordingly.
4. Teach It Through Real Examples
Bring those recordings into team training. Explain what Patrick asked, why he asked it, how the buyer responded, and what the team should practice.
5. Coach the Team to Repeat It
Observe the closers using the approach, review their calls, correct weak execution, and track whether they can apply it consistently themselves.
During Phase 2, Patrick personally tests the sales process he is building and turns real buyer feedback into better scripts, SOPs, and training. Full daily sales leadership begins in Phase 3.
Patrick’s own results provide examples to learn from. The team’s ability to execute the process is what demonstrates that it can scale beyond him.
View Full Detail — What Commerce Social Gains
A sales process shaped by firsthand experience with its buyers.
Real call examples tied to its offers and objections.
Training grounded in what happens on its own sales calls.
Direct coaching from the person building and using the process.
A growing library of company-specific sales knowledge.
Outcome
The goal is a team that can sell effectively without depending on Patrick or Collin to close every important deal.
Commerce Social · Growth Partnership ProposalPhase 3 · Install & Take Over Sales Leadership · 37 / 52
Phase 3: Install the System & Take Over Sales Leadership
Two installation options. The same operating standards. Different delivery timelines.
Patrick takes over daily sales leadership at the start of Phase 3. Collin steps out of daily sales management and stays involved through executive meetings and key business decisions. Commerce Social chooses how the prepared system is taught, practiced, and put into daily use.
Full daily sales leadership transfers to Patrick and Sales Savage at the start of Phase 3, whichever installation option Commerce Social selects.
Option 1
Miami Accelerator
Four onsite days, followed by a 21-day performance sprint.
Patrick works directly with the team to install the sales process, team standards, SDR workflows, CRM requirements, dashboard, KPIs, and quotas. The team practices through role-play and live sales calls with immediate coaching.
The following sprint reinforces execution through daily management, call reviews, practice, and individual correction.
Proposed onsite: December 1–4
Performance sprint: December 5–25
Phase 4 transition: targeted for late December, subject to the readiness review.
Option 2
Remote Installation
A proposed 8–10-week installation and stabilization program.
Patrick installs the same system progressively through remote training, role-play, call reviews, coaching, and daily sales management. Representatives apply each part between sessions, receive feedback, and demonstrate consistent execution before moving forward.
Proposed start: December 1
Installation and stabilization: December through late January or early February
Phase 4 transition: targeted for February, subject to the readiness review.
These are planning timelines. The remote schedule will account for agreed holiday breaks and any additional coaching required.
Collin and Setu remain involved through executive reviews and company-level approvals. Daily sales decisions and team support flow through Patrick within the agreed authority.
These sessions install and practice the materials built during Phase 2. They are not the first time the sales process or dashboard is being designed.
Day 1
Who attends
Hired SDRs and the leaders responsible for managing them.
SDR training & process installation
Train the SDR team to qualify leads, book suitable buyers, recover missed opportunities, and hand off cleanly to closers.
View Full Detail — Day 1 detailed agenda
Explain the offers, buyer profiles, qualification rules, and disqualification criteria.
Train outreach, speed to lead, appointment booking, confirmation, no-show recovery, follow-up, and nurture.
Practice opening conversations, qualification questions, common objections, and booking language.
Walk through the audited database segments and approved reactivation sequence.
Train HubSpot ownership, stages, required fields, tasks, and handoff notes.
Introduce SDR scorecards, activity expectations, qualified-booking targets, and reporting.
Run role-play assessments and give individual corrections.
Confirm each SDR’s next steps and supervised practice requirements.
Work is scoped to the audited, usable database. External contact lists are not treated as verified HubSpot inventory.
Day 1 outcome
Each SDR understands the workflow, has practiced the core conversations, can demonstrate the required CRM steps, and has a written readiness assessment and ramp plan.
Day 2
Who attends
Approved new closer hires.
New closer onboarding & practice
Prepare new closers to join the full-team training with a working understanding of Commerce Social, its buyers, offers, and sales process. Accelerated onboarding condenses 30–45 days of conventional onboarding into one intensive day.
View Full Detail — Day 2 detailed agenda
Teach Commerce Social’s service, TikTok Shop positioning, and fulfillment responsibilities.
Review buyer segments, business problems, qualification standards, and unsuitable clients.
Review approved proof, case studies, and proposal materials.
Walk through the Commerce Social Savage 7 process.
Demonstrate preparation, discovery, recommendations, objections, and next steps.
Train essential HubSpot and sales dashboard tasks.
Run initial role-plays and assess product knowledge and sales execution.
Identify individual gaps to address during Days 3 and 4.
Day 2 outcome
New closers have completed the core onboarding exercises and have a clear assessment of what they can execute and what still requires coaching.
Day 3
Who attends
Current and new closers, plus sales leadership.
Install the sales process, culture & standards
Bring the team together around one shared standard for selling, working together, using the systems, and taking responsibility for performance.
View Full Detail — Day 3 detailed agenda
Morning · 1. Establish how this team works
Define preparation, punctuality, ownership, and follow-through.
Set expectations for honest reporting and accurate client promises.
Practice giving, receiving, and applying coaching.
Explain how representatives raise obstacles and ask for deal support.
Agree on respectful communication and accountability.
Have every representative acknowledge the team standards.
2. Teach the company-specific sales process
Walk through the SOPs and sales playbook built in Phase 2.
Explain the buyer journey from qualification through close and fulfillment handoff.
Teach the Savage 7 stages using Commerce Social examples.
Show how the approach changes for different offers and enterprise buying decisions.
Clarify required discovery, financial questions, proof, recommendations, and decision steps.
Explain pricing, financing, stakeholder alignment, and follow-up standards.
3. Demonstrate and practice
Patrick demonstrates key conversation segments.
Closers practice in pairs and coached role-plays.
Review actual call clips to identify effective execution and missed opportunities.
Give specific corrections and repeat the exercise.
Score performance against the call-review standard.
Afternoon · 4. Set individual targets and expectations
Review each closer’s approved monthly quota.
Translate quotas into weekly targets and daily priorities.
Separate signed contract value from cash collected.
Explain qualified conversion, follow-up, pipeline, and client-quality measures.
Confirm ramp expectations for new representatives.
Record each closer’s targets and development priorities.
5. Train HubSpot through hands-on exercises
Creating and updating an opportunity.
Selecting the correct stage.
Recording qualification and discovery notes.
Assigning the next step and follow-up date.
Updating expected close and collection dates.
Recording closed-lost reasons.
Completing the handoff to fulfillment.
6. Put the Sales Intelligence Dashboard into use
Confirm access to the working dashboard prepared before the onsite.
Show each closer their targets, activity, pipeline, results, and projections.
Explain where the data comes from and which entries they are responsible for.
Practice reviewing individual and team performance.
Explain how the dashboard supports huddles, coaching, and forecasts.
7. Establish the daily and weekly routine
Practice a daily huddle and individual projection.
Explain the weekly training session and separate live call-review session.
Confirm individual coaching and monthly performance reviews.
Explain how missed standards are identified and corrected.
Required standard: 100% completion of mandatory CRM fields and assigned reporting tasks. Completion is checked, and exceptions are corrected.
Day 3 outcome
Every closer has written targets and acknowledged team standards.
Every closer has practiced the core sales process.
Each closer’s skill gaps are recorded.
Every closer completes an observed CRM and dashboard exercise.
The team understands how its work will be tracked, reviewed, and coached.
Day 4
Who attends
Current and new closers, plus sales leadership.
Live selling, immediate coaching & course correction
Apply the process to real opportunities. Patrick observes execution, provides immediate feedback after calls, and helps representatives correct weaknesses before their next conversation.
View Full Detail — Day 4 detailed agenda
Morning · 1. Run the first full operating huddle
Review scheduled calls and active opportunities.
Confirm each closer’s preparation and priorities.
Review expected decisions and collections.
Identify where Patrick’s support is needed.
2. Prepare the day’s opportunities
Review the account, buyer, offer fit, and previous conversations.
Identify missing information and likely objections.
Agree on the purpose and desired next step for each call.
Prepare relevant proof and proposal materials.
3. Execute on real sales calls
Patrick demonstrates on selected calls or joins where appropriate.
Closers apply the process to their scheduled opportunities.
Observe selected calls with appropriate client permission.
Evaluate actual execution against the scorecard.
New closers who are not ready for independent calls shadow and practice under supervision.
Afternoon · 4. Give immediate post-call coaching
Identify what the closer did effectively.
Select the most important missed question, weak transition, or decision error.
Explain how it affected the conversation.
Demonstrate an improved approach.
Have the closer repeat that segment through role-play.
Set one specific correction for their next call.
5. Apply the correction again
Use the correction on the next suitable opportunity.
Review whether the behavior improved.
Continue focused practice where the standard has not been met.
6. Complete the full workflow
Send the agreed follow-up or proposal.
Record the call and next step in HubSpot.
Update the pipeline and forecast.
Confirm dashboard entries reflect the work completed.
Complete any applicable sales-to-fulfillment handoff.
7. Review readiness and launch the sprint
Assess each closer’s observed skills and system use.
Identify who is ready for independent execution and who needs supervision.
Record remaining coaching priorities.
Confirm individual targets and commitments for the 21-day performance sprint.
Schedule continued training, call review, coaching, and performance checks.
Planning requirement: suitable sales opportunities are prearranged across the day. Where call availability or cancellations limit live practice, we use recorded-call exercises, active-deal preparation, and realistic simulations, and record what was actually observed.
Day 4 outcome
Available live opportunities have been worked using the process.
Observed calls have been scored and debriefed.
Each closer has received specific feedback and practiced corrections.
CRM completion and reporting have been checked.
Each representative leaves with a documented readiness status and individual sprint plan.
A performance sprint, not a training recap.
Its purpose is to move close rate hard while the new system is still being installed. Daily management and coaching continue every day of the sprint, so the system is corrected against real selling instead of being redesigned months later — and it stabilizes there.
Massively lift close rate
The one number this sprint exists to move: convert more of the qualified held calls the team already receives into signed contracts and collected cash.
Install process, culture & standards
The sales process, culture, and standards are installed across all closers — current and new. Daily management under Patrick’s leadership, live call review, and 1:1 coaching expose where the system breaks in the market, and those gaps are corrected the same week.
Stabilize the system
Standards repeat without reminders, forecasts stop moving, and execution stops depending on whoever happens to be in the room.
Install the sales process, culture, and standards across all closers — current and new — so the whole team sells one way, to one standard.
The sprint runs 21 days (proposed December 5–25). Progression depends on how quickly each closer reaches and holds the verified standard, not on the calendar alone.
Daily management continues throughout: morning huddles, pipeline review, live call observation, same-day correction, weekly skill training, a separate live call-review session, and individual coaching.
It is also a fair competitive test: current closers and new closers operate under the same standards, coaching, lead definitions, and accountability.
Each rep is evaluated across a sufficient sample of qualified held calls and a composite score covering conversion, cash, process compliance, follow-up, CRM discipline, forecast accuracy, coachability, and improvement.
Reps who cannot meet the verified standard after training and a fair performance window are replaced — Commerce Social retains final employment authority.
During the 21-day sprint — consistent live execution
Patrick reviews actual calls, follow-up, CRM completion, and daily performance to establish whether each representative applies the standard consistently.
Initially certified reps continue receiving coaching and performance review.
Reps with outstanding gaps practice and are reassessed.
Approval to work independently depends on demonstrated readiness.
Revenue and quota attainment are tracked separately from skill certification.
The onsite assesses readiness. The sprint validates consistent execution. Certification is earned by demonstrating the standard—not by attending training or reaching a calendar date.
Core rep scorecard
Qualified calls held and opportunity quality; close rate and no-decision rate; contract value sold and net-new cash collected; cash per held call and per booking; pipeline created, advanced, stalled, and recovered; follow-up completion and aging; call-quality score by Savage 7 stage; objection patterns, coaching completion, and certification status.
Seat decisions
Top performers retain seats and receive greater opportunity volume; developing performers receive explicit correction plans; replacement requires composite evidence, not one metric.
The same system, installed progressively.
Weeks 1–2
Teach the sales process and team standards. Train representatives on the offer, CRM, dashboard, and daily expectations.
Weeks 3–4
Practice and apply the process on real opportunities. Review calls, correct execution, and install SDR follow-up and handoff routines.
Weeks 5–6
Strengthen consistency across calls, pipeline management, reporting, and follow-up. Assess representatives against the certification standard.
Weeks 7–8
Review adoption, representative performance, and readiness to increase volume.
Weeks 9–10, where needed
Complete additional coaching, reassess outstanding gaps, and stabilize execution.
Daily sales management runs throughout the remote installation. Weekly skill training and a separate weekly Call Surgery continue alongside it.
Representatives can earn initial certification when they demonstrate the required skills. In Miami, assessments begin during the onsite. Remotely, assessments happen as each part of the process is taught and practiced.
Representatives who need more work receive coaching and reassessment. Subsequent call reviews confirm whether they apply the standard consistently in real conversations.
At the onsite — skill & system readiness
Each representative is assessed on:
Offer knowledge and buyer qualification.
Their role-specific sales process.
Handling common objections and securing next steps.
Required HubSpot tasks and dashboard reporting.
Understanding their KPIs and performance expectations.
SDRs receive their initial assessment during their training day. Closers are assessed through the closer training and execution days. Representatives who pass earn initial role certification. Those needing further work receive specific corrections, supervised practice, and a reassessment during the sprint.
During the 21-day sprint — consistent live execution
Patrick reviews actual calls, follow-up, CRM completion, and daily performance to establish whether each representative applies the standard consistently.
Initially certified reps continue receiving coaching and performance review.
Reps with outstanding gaps practice and are reassessed.
Approval to work independently depends on demonstrated readiness.
Revenue and quota attainment are tracked separately from skill certification.
The onsite assesses readiness. The sprint validates consistent execution. Certification is earned by demonstrating the standard—not by attending training or reaching a calendar date.
Outcome
Under the Miami Accelerator, the team leaves the onsite having practiced the sales process, worked through the systems, received individual feedback, and accepted clear performance expectations — and the 21-day sprint turns that intensive start into consistent daily execution. Under Remote Installation, the same standards are installed progressively and confirmed through the readiness review.
Commerce Social · Growth Partnership ProposalHow Patrick Leads the Team — Phase 3 Onward · 38 / 52
How Patrick & Sales Savage Lead the Team \u2014 Phase 3 Onward
Role play, call correction, certification practice
Compress time from hiring to productive execution
Weekly
Pipeline and forecast inspection
Know what will close, when, why, and where leadership must intervene
Weekly
Team call review and objection training
Stop repeating the same losses
Weekly/biweekly
1:1 rep coaching
Correct individual behavior and track development
Monthly
Formal performance review against quota and standards
Retain, develop, reassign, or replace objectively
Outcome
Patrick owns daily sales leadership. Collin receives visibility, recommendations, and escalations through the executive meeting instead of managing the team each day.
One view of sales performance, expected cash, and the actions that need attention
A custom reporting layer on top of the existing HubSpot CRM — built in sequence as the data underneath is verified, so leadership sees the same verified numbers instead of three conflicting dashboards. No new software purchase is required by this proposal.
View 1
Revenue and cash
New signed contract value, net-new cash collected, financing adoption, and performance-fee income.
View 2
Sales health and follow-up
Speed to lead, confirmation, follow-up completion, no-show recovery, and reactivation — where revenue leaks first.
View 3
Pipeline and forecast
Coverage, stage conversion, forecast accuracy, and deal aging by rep and source.
Field and stage compliance, opportunity ownership, and data hygiene checks.
Build sequence
Months 1–2 core, Month 3 full
Metric dictionary, baseline, and scorecards ship in Months 1–2; the complete views and expected-cash reporting by the end of Month 3.
Daily KPI visibility into all required closer and SDR metrics.
Show rate held above 70% on qualified calls.
Average sales cycle tracked toward four weeks or less.
Pipeline coverage maintained at 3× minimum.
Forecast accuracy within 10% of actuals.
Refund rate below 5%.
Twenty numbers, reviewed monthly
Qualified bookings
Held calls
Show rate
Close rate
Deal count
Contract value sold
Net-new cash collected
Cash per call
CAC
Payback
Sales cycle
Pipeline coverage
Forecast accuracy
Follow-up aging
Rep quota attainment
Ramp velocity
Refunds
Churn
Gross margin
Fulfillment capacity
Reporting is built directly on verified HubSpot and financial data — the same sources used in the audit.
Field and stage standards, lead reassignment rules, and dashboard data checks keep the numbers trustworthy.
A monthly data check catches reporting drift before leadership acts on bad numbers.
Metric definitions, sources, owners, and targets are signed off during the first 30-day audit.
Collaboration note: Olu is already building data assets; Sales Savage coordinates directly with him so the work is integrated, not duplicated.
Metric
Target / standard
Qualified close rate
Progression toward 25%–30%
Aspirational elite close rate
Up to 40%–50% where lead quality supports it
Show rate
Preserve or improve the existing approximately 84% rate
Pipeline coverage
Proposed 3× minimum
Forecast accuracy
Within 10%–15% of actual
CRM compliance
100%
Opportunities with owner, next step and date
100%
Follow-up completion
100%
Ramp readiness
Thirty-day plan; full-quota timing follows demonstrated ability and available opportunities
Financing attachment rate
Baseline and target established during audit
Average contract value
Baseline and target established during audit
Cash collected per held call
Baseline and target established during audit
Revenue per rep
Baseline and quota established during audit
Sales-cycle length
Baseline and target established during audit
No-show recovery
Baseline and target established during audit
Renewal, churn and refund rate
Baseline and guardrails established with fulfillment
Outcome
Leadership stops discovering a miss after the cash is gone. The dashboard shows performance, expected cash, and the actions that need attention — while there is still time to act.
Commerce Social · Growth Partnership ProposalWhen Each Path Moves Into Scale · 40 / 52
Installation Readiness and Scale Plan
When Each Path Moves Into Scale
The installation option changes the timetable. Patrick leads the sales team throughout Phase 3 on both paths.
Miami Accelerator
December 1–4: Intensive onsite training and hands-on installation.
December 5–25: Daily management and a 21-day performance sprint.
December 25: Review team execution, system adoption, and operating results.
Next: Begin Phase 4 in late December if ready, with January focused on optimization and controlled growth.
Remote Installation
December–January: Progressive installation, practice, and daily management.
Late January–early February: Complete the proposed 8–10-week program and review readiness.
Next: Begin Phase 4 in February if ready. Extend coaching where specific gaps remain.
Before increasing volume, we confirm five things
Representatives consistently follow the sales process.
CRM records, follow-up, and dashboard reporting meet the required standard.
Conversion, cash collection, and deal quality support the next growth step.
Sales and fulfillment have capacity for additional clients.
Patrick runs daily sales management without Collin’s routine involvement.
View Full Detail — View the detailed readiness checklist
Sales Process
The complete commercial process installed and in daily use.
Certification records for every active closer.
Objection library and call-review scoring operating.
Team
Evidence-based decisions on every current closer.
New closers certified and ramping on plan.
SDR function operating with daily KPIs.
Systems
CRM architecture, follow-up, and reactivation workflows live.
Sales Intelligence reporting the twenty core numbers.
Forecast rules and pipeline coverage standards in operation.
Economics
Baseline conversion, contract value, and cash actually collected verified.
Financing and collections performance measured.
Refund and client-quality signals within thresholds.
Leadership
Daily and weekly cadence operating without Collin.
Decision log and weekly executive meeting in place.
The next scale options are costed and ready for a route-specific decision.
Conditions for increasing volume
Close rate shows a stable upward trend across a sufficient sample.
Cash per held call and CAC support the required payback period and margin.
Pipeline data and forecast accuracy are trustworthy.
Closer capacity and coverage are available before volume arrives.
Fulfillment confirms onboarding capacity, client success, and retention quality.
Refund, churn, and client-quality signals remain within agreed thresholds.
If a condition is not met, the corrective action is explicit: add capacity, fix the bottleneck, or hold volume steady. Lead volume is never increased ahead of conversion, capacity, fulfillment, and management.
Outcome
Evidence by the Phase 3 review
Control
Reliable scorecards, forecasts, quotas, follow-up, and pipeline management are operating.
Process
Every active closer is trained, scored, and coached against the same call system.
Talent clarity
Each rep has an evidence-based retain/develop/replace decision and defined next step.
Ramp capability
New closers follow a documented 30-day ramp plan; certification and full-quota timing depend on demonstrated ability, role, sales cycle, and available opportunities.
Conversion progress
Qualified close rate is trending toward the agreed initial target; exact target finalized after audit.
Founder relief
Sales Savage owns the daily management cadence; Collin participates by exception and strategy.
Outcome
The accelerator concentrates training, practice, and immediate feedback into four onsite days. The sprint turns that intensive start into consistent daily execution. Remote installation spreads that work across a longer period.
Patrick continues leading the sales team and improving all seven revenue drivers—strategy, talent, process, operations, systems, training, and leadership—to increase qualified opportunities, conversion, contract value, and cash collection.
Ongoing throughout Phase 4
Daily sales management. Weekly skill training and a separate Call Surgery. Monthly individual performance reviews. Weekly executive and strategy review. Continued recruiting, onboarding, coaching, and SOP improvements.
Improve Performance & Increase Volume
Improve lead quality, booking rates, show rates, and qualified conversion.
Work toward a proposed 25–35% qualified close-rate range, with 30%+ remaining the requested target.
Increase contract value per client, upfront cash per close, and cash collected per booked and held call.
Refine offers, pricing, financing, sales conversations, and follow-up.
Recruit and ramp closers and SDRs as capacity requires.
Coordinate increased advertising and database reactivation when acquisition economics and fulfillment capacity support growth.
Outcome
Stronger sales performance and a validated path toward higher monthly client volume, including evaluating capacity for 30+ new clients.
Expand Capacity & Develop Leaders
Expand the lead sources, offers, and sales approaches producing the strongest results.
Add and ramp representatives against proven demand.
Improve production per representative, acquisition efficiency, and forecast accuracy.
Develop internal sales leadership through supervised management responsibilities.
Continue improving SOPs, training, and the sales intelligence dashboard.
Outcome
Greater capacity, more consistent production, and stronger internal leadership.
Strengthen the Organization & Plan the Next Stage
Make hiring, onboarding, training, and performance management repeatable.
Complete and refine the company-specific sales knowledge and SOP library.
Prepare internal leadership for agreed management responsibilities.
Build the next annual revenue, headcount, and growth plan.
Agree on continued Patrick-led management, an internal handoff, or a combined model.
Outcome
A sales organization that operates without Collin’s daily involvement and has the people, systems, and reporting to sustain growth.
Targets and expansion timing are validated against actual performance, installation progress, and team capacity.
Patrick owns the revenue operating system and its results. Commerce Social owns the business decisions, the people, and the budget. Every dependency runs through a documented approval path.
Patrick owns the agreed
Revenue strategy and sales execution
Sales-team management
Recruiting and talent evaluation
Training, coaching, and certification
KPIs, quotas, pipeline, and forecasting
Sales processes, systems, and SOPs
SDR and closer performance
Enterprise deal strategy
Internal manager development and eventual handoff
Commerce Social owns the agreed
Final company strategy
Final hiring and termination authority
Employee compensation and payroll
Advertising budget and media buying
Fulfillment staffing and client delivery
Legal, compliance, and financial approval
Final pricing and budget approval
Timely access, decisions, and executive support
View Full Detail — Why one partner, not ten hires
“To make the scope crystal clear, I'm not stepping into one role. I'm assuming responsibility for the functions that a mature revenue organization would normally divide among a CRO, sales director, sales manager, recruiter, trainer, sales operations leader, SDR leader, enablement director, systems architect, and enterprise deal strategist.
Initially, I will personally own and connect these functions because none of them can operate independently. Recruiting fails without certification. Certification fails without a documented process. The process fails without coaching. Coaching fails without call scoring and KPIs. KPIs fail without management and forecasting.
Over time, I will build the internal systems and leadership required to transfer day-to-day ownership back to Commerce Social. That is what you are investing in: an executive leader, the operating system, the management of the team, and the creation of a revenue asset the company will own.”
— Sales Savage
View Full Detail — Intellectual property ownership
All company-specific deliverables — SOPs, playbooks, scripts, scorecards, and training materials created for Commerce Social — are owned by Commerce Social.
Sales Savage retains ownership of his pre-existing frameworks, methods, and underlying intellectual property, including the Savage 7 methodology, with usage rights defined in the definitive agreement.
The engagement does not include hiring, payroll, or direct staff costs for Commerce Social employees; those remain Commerce Social expenses under its own employment agreements.
Commerce Social · Growth Partnership ProposalC1 · What the Investment Pays For · 43 / 52
C1 · Investment Architecture
What each part of the investment pays for
This partnership covers the creation of the sales system, the leadership required to run it, compensation tied to new sales production, and long-term incentives for reaching Commerce Social’s growth targets.
Build and installationCreating the sales system
The one-time investment pays for the diagnostic, company-specific sales infrastructure, and implementation. The accelerated package adds four days of intensive onsite installation.See what we build
Offer development and sales-process design.
Closer and SDR playbooks, scripts, SOPs, and handoffs.
Recruiting framework, onboarding, training, and certification.
CRM workflows, scorecards, forecasting, and sales intelligence.
Team implementation and the initial management transition.
The accelerated package includes the complete core build and one integrated four-day onsite installation. Leadership begins during the build according to the phase plan. The separate monthly retainer starts on Day 91.
Monthly leadership retainerLeading the revenue function across ten roles
The retainer pays for Patrick’s ongoing responsibility as Fractional CRO and Head of Revenue: directing the team, managing execution, and carrying the ten leadership responsibilities required to operate and grow the sales function.See the ten roles
One accountable revenue leader across ten responsibilities
The monthly retainer funds Patrick’s ongoing leadership capacity and accountability for the agreed revenue function, working with Commerce Social’s team and assigned implementation support.
Daily accountability, huddles, quotas, pipeline discipline, and performance management.
Role
3. Sales Process & Enterprise Deal Strategist
What Patrick owns
Sales methodology, important deal strategy, stakeholder decisions, and process improvement.
Role
4. Sales Trainer
What Patrick owns
Weekly skill training, demonstrations, role-play, objection handling, and application standards.
Role
5. Individual Performance Coach
What Patrick owns
Rep development plans, individual coaching, behavior correction, and progress reviews.
Role
6. Sales Talent & Recruiting Lead
What Patrick owns
Role profiles, candidate evaluation, auditions, hiring recommendations, and coverage planning.
Role
7. SDR Team Architect & Leader
What Patrick owns
Qualification, booking, recovery, nurture, reactivation, training, and closer handoffs.
Role
8. Sales Operations & Forecasting Lead
What Patrick owns
KPIs, quotas, pipeline coverage, cash forecasts, reporting, and operating reviews.
Role
9. Revenue Systems & SOP Architect
What Patrick owns
Company-specific workflows, SOPs, CRM requirements, implementation coordination, and adoption.
Role
10. Enablement & Internal Leadership Builder
What Patrick owns
Onboarding, certification, ramp plans, training libraries, and internal manager development.
Commerce Social has an accountable leader for the sales function. Collin receives visibility, decisions, and a managed team without carrying the daily supervision himself.
These are ten responsibilities within one leadership engagement—not ten full-time employees or ten separate retainers.
Performance participationGetting paid on the sales value created
The performance percentage connects Patrick’s compensation to qualifying new-client cash Commerce Social actually collects through the managed sales function. It rewards ongoing sales production as the process, training, coaching, and revenue drivers improve.See how performance is calculated
Performance participation pays Patrick a share of the qualifying new-client cash the managed sales function produces. The new process, training, coaching, follow-up, and operating standards are the work intended to improve those results. Actual qualifying collections determine the payment.
Performance participation begins on Day 31. Existing recurring revenue is excluded.
Long-term milestone incentivesRewarding the achievement of larger growth targets
One-time bonuses reward the first qualifying months in which Commerce Social reaches the agreed signed-sales and cash-collection milestones during the partnership.See the milestone targets
These incentives create long-term alignment around Commerce Social’s larger growth objectives. The ongoing percentage rewards qualifying sales production. Milestone bonuses reward first-time achievement of specific monthly production thresholds.
Each milestone is earned once during the twelve-month engagement. Milestones can be reached early; payment does not wait until the end of the year.
The build creates the system. The retainer funds the leadership. Performance participation rewards qualifying sales production. Milestones reward reaching the larger growth targets.
Commerce Social · Growth Partnership ProposalC2 · Build and Installation Path · 44 / 52
C2 · Build Decision
Choose the build and installation path
Recommended
Miami Accelerator Build
$200,000
Build the sales system, bring the team together for four intensive onsite days, and then install and stabilize it through a 21-day performance sprint that continues daily management and coaching while driving close rate up. The investment includes the $125,000 core build and one integrated $75,000 onsite installation.
Remote Installation Build
$125,000
Build the same agreed sales infrastructure and implement it remotely. Installation continues through December and January into February as the team learns, applies, receives coaching, and demonstrates consistent execution.
The cost context
Compare the build investment with the modeled contract-value gap created while the seven revenue drivers remain under-optimized.
$13.68M
One-year modeled gap
$68.4M
Five-year modeled gap
Miami Accelerator Build
Remote Installation Build
One-time investment
$200,000
$125,000
Diagnostic and company-specific sales system
Included
Included
Recruiting framework, training, SOPs, reporting, and management transition
Included
Included
Weekly training and separate live call coaching from Phase 2
Included
Included
Installation approach
Miami Accelerator: four-day onsite installation plus a 21-day performance sprint
Remote Installation: a proposed 8–10-week progressive installation and stabilization program
Planned Phase 4 transition
Late December
Mid-to-late February
One-time investment
Miami Accelerator Build
$200,000
Remote Installation Build
$125,000
Diagnostic and company-specific sales system
Miami Accelerator Build
Included
Remote Installation Build
Included
Recruiting framework, training, SOPs, reporting, and management transition
Miami Accelerator Build
Included
Remote Installation Build
Included
Weekly training and separate live call coaching from Phase 2
Miami Accelerator Build
Included
Remote Installation Build
Included
Installation approach
Miami Accelerator Build
Miami Accelerator: four-day onsite installation plus a 21-day performance sprint
Remote Installation Build
Remote Installation: a proposed 8–10-week progressive installation and stabilization program
Planned Phase 4 transition
Miami Accelerator Build
Late December
Remote Installation Build
Mid-to-late February
Build fees are separate from ongoing leadership, performance participation, earned milestone bonuses, and approved expenses. The gap figures are modeled opportunity, not audited historical loss or guaranteed recovery.
Four days onsite
The team arrives with the playbooks, tools, and prework already prepared. Patrick demonstrates the skills, observes execution, corrects mistakes, and repeats the work until each person’s next development step is clear.
Day
Main work
Day 1
Team standards, ownership, offer/process mastery, and individual starting assessments.
Day 2
Discovery, buying criteria, commercial impact, recommendations, and scored practice.
Day 3
Pricing, objections, financing, enterprise decisions, follow-up, and readiness assessments.
Day 4
Qualification, recovery, nurture, handoffs, CRM execution, and full-team operating rehearsal.
Day
Day 1
Main work
Team standards, ownership, offer/process mastery, and individual starting assessments.
Day
Day 2
Main work
Discovery, buying criteria, commercial impact, recommendations, and scored practice.
Day
Day 3
Main work
Pricing, objections, financing, enterprise decisions, follow-up, and readiness assessments.
Day
Day 4
Main work
Qualification, recovery, nurture, handoffs, CRM execution, and full-team operating rehearsal.
A 21-day post-onsite sprint continues daily management and coaching — morning huddles, live call review, same-day correction, weekly skill training, a separate live call-review session, and individual coaching — to install, course-correct, and stabilize the new system while close rate is pushed up. Its length is set by how quickly the team reaches and holds the standard.
December 1–4: onsite installation.
December 5–25: 21-day performance sprint.
Proposed dates; confirm attendance and holiday coverage. The intensive is concentrated implementation, practice, correction, and alignment—not a promise of permanent culture change or complete mastery in four days.
Both paths begin with the proposed September 25, 2026 kickoff and complete the same agreed infrastructure. The installation method changes the expected transition timing.
Phase
Accelerated path
Remote path
Phase 1: Diagnose, Stabilize & Evaluate
September 25–October 24
Same
Phase 2: Build, Recruit & Pilot
October 25–November 24
Same
Phase 3: Install & Take Over Sales Leadership
November 25–December 25
November 25 through late January or early February
Phase 4: Manage & Scale
Proposed December 26 onward
Targeted for February, following the readiness review
Phase
Phase 1: Diagnose, Stabilize & Evaluate
Accelerated path
September 25–October 24
Remote path
Same
Phase
Phase 2: Build, Recruit & Pilot
Accelerated path
October 25–November 24
Remote path
Same
Phase
Phase 3: Install & Take Over Sales Leadership
Accelerated path
November 25–December 25
Remote path
November 25 through late January or early February
Phase
Phase 4: Manage & Scale
Accelerated path
Proposed December 26 onward
Remote path
Targeted for February, following the readiness review
Timing advantage
The accelerated path aims to bring the Phase 4 transition forward by approximately seven to nine weeks under this calendar. The first-month audit confirms dependencies and the achievable revenue timeline.
Commercial timing
The monthly leadership fee begins on Day 91 under either path. In the remote path, Patrick continues installation alongside management and coaching after that date.
The engagement remains twelve months. Extended remote installation does not automatically extend the term. The post-onsite sprint remains inside Phase 3.
Phased payments available at the same total investment
Component
Payment
Due
Core build: first payment
$50,000
Signing / kickoff
Core build: second payment
$50,000
30 days after kickoff
Core build: final payment
$25,000
60 days after kickoff
Onsite reservation: 50%
$37,500
October 15, 2026
Onsite balance: 50%
$37,500
Earlier of November 15 or 30 days before onsite
Total accelerated build
$200,000
Component
Core build: first payment
Payment
$50,000
Due
Signing / kickoff
Component
Core build: second payment
Payment
$50,000
Due
30 days after kickoff
Component
Core build: final payment
Payment
$25,000
Due
60 days after kickoff
Component
Onsite reservation: 50%
Payment
$37,500
Due
October 15, 2026
Component
Onsite balance: 50%
Payment
$37,500
Due
Earlier of November 15 or 30 days before onsite
Component
Total accelerated build
Payment
$200,000
Due
Accelerated dates: For the proposed December 1 onsite start, the final onsite payment is due November 1 to satisfy the thirty-day requirement. Core installments fall on September 25, October 25, and November 24.
Core package: Only the three core installments apply. Paid in full is also available. Paid-in-full and installment schedules are alternatives; they are not charged together.
Commerce Social remains responsible for approved travel, lodging, venue, software, third-party implementation, recruiting costs, payroll, and rep commissions.
Two compensation structures for the same leadership scope
Structure A combines a higher fixed leadership retainer with a lower share of qualifying collections. Structure B reduces the fixed monthly retainer and increases performance participation.
Structure A · Recommended
Structure B · Lower fixed fee
Monthly leadership retainer, from Day 91
$30,000
$15,000
Performance participation, from Day 31
10%
15%
Leadership responsibilities
Same ten roles
Same ten roles
Milestone bonuses
Same four milestones
Same four milestones
Engagement term
Twelve months
Twelve months
Monthly leadership retainer, from Day 91
Structure A · Recommended
$30,000
Structure B · Lower fixed fee
$15,000
Performance participation, from Day 31
Structure A · Recommended
10%
Structure B · Lower fixed fee
15%
Leadership responsibilities
Structure A · Recommended
Same ten roles
Structure B · Lower fixed fee
Same ten roles
Milestone bonuses
Structure A · Recommended
Same four milestones
Structure B · Lower fixed fee
Same four milestones
Engagement term
Structure A · Recommended
Twelve months
Structure B · Lower fixed fee
Twelve months
Days 1–30
Build payments; no separate monthly retainer or percentage fee.
Days 31–90
Build payments plus the selected percentage on qualifying collections.
Day 91 onward
Selected monthly retainer plus selected percentage.
When earned
Milestone bonuses are additional.
September 25 kickoff: Day 31 is October 25; Day 90 is December 23; Day 91 is December 24. These commercial dates remain separate from the operational Phase 4 transition.
Either compensation structure can accompany either build package. The build choice and compensation choice are separate decisions. The percentage structure is selected at signing and neither percentage waits until Day 91.
Commerce Social · Growth Partnership ProposalC6 · Qualifying Cash Collected · 48 / 52
C6 · Authoritative Definition
Performance participation follows qualifying cash collected
Qualifying new-client collected revenue means net cash Commerce Social actually receives from eligible new-client agreements signed on or after Day 31, within the agreed attribution and collection period.
Included
New-client retainer and paid-in-full receipts.
Approved financing proceeds received, net of financing fees.
Attributable performance fees and revenue-share income when collected.
Existing pipeline closing on or after Day 31 where Sales Savage materially participates in management, follow-up, pricing, negotiation, or closing strategy.
Excluded
Existing recurring revenue and agreements signed before Day 31.
Taxes, refunds, chargebacks, and financing fees.
Pass-through advertising and other third-party pass-through costs.
Uncollected contract value, client GMV, and unrelated revenue.
Count once
Do not count both financing proceeds received by Commerce Social and the buyer’s subsequent payments to the financing provider.
Reconcile monthly
Match contracts, CRM attribution, and finance records; apply agreed reporting, dispute, cancellation, and trailing-collection provisions.
Keep value separate
The recurring percentage uses cash collected. Separately defined signed-sales milestones can become payable before all associated contract cash is collected.
One definition governs the proposal: the percentage is applied to qualifying new-client cash collected—not to the increase above a baseline.
Long-term incentives tied to Commerce Social’s growth targets
The ongoing percentage rewards qualifying sales production. These additional one-time bonuses reward the first achievement of the company’s larger monthly sales and cash-collection targets during the partnership.
First qualifying calendar month at or above
One-time bonus
$1M in new signed contract value
$50,000
$2M in new signed contract value
$75,000
$500K in qualifying new-client cash collected
$50,000
$1.5M in qualifying new-client cash collected
$75,000
Total available
$250,000
First qualifying calendar month at or above
$1M in new signed contract value
One-time bonus
$50,000
First qualifying calendar month at or above
$2M in new signed contract value
One-time bonus
$75,000
First qualifying calendar month at or above
$500K in qualifying new-client cash collected
One-time bonus
$50,000
First qualifying calendar month at or above
$1.5M in qualifying new-client cash collected
One-time bonus
$75,000
First qualifying calendar month at or above
Total available
One-time bonus
$250,000
Each milestone is earned once during the engagement.
These are monthly production thresholds, not cumulative lifetime totals.
Bonuses are additional to build fees, retainers, and percentage compensation.
Both compensation structures carry the same milestones.
Unpaid thresholds stack, including when signed-sales and cash milestones occur in the same month.
Milestone measurement
Use the agreed eligible contract cohort beginning Day 31 and calendar-month reporting. Signed value means fixed, committed value in bona fide executed new-client contracts, net of cancellations. Exclude taxes, pass-through costs, unsigned pipeline, speculative renewals, and estimated future variable fees. Cash follows the qualifying-collections definition. Verify month-end records and reconcile reversals before invoicing under agreed payment terms.
If the first qualifying month reaches $2M signed and $1.5M collected, all four unpaid bonuses total $250K.
If both lower milestones were paid previously, the remaining two bonuses total $150K.
Monthly compensation at different collection levels
Qualifying monthly cash
$30K + 10%
$15K + 15%
$100,000
$40,000
$30,000
$300,000
$60,000
$60,000
$500,000
$80,000
$90,000
$1,000,000
$130,000
$165,000
$1,500,000
$180,000
$240,000
$2,000,000
$230,000
$315,000
Qualifying monthly cash
$100,000
$30K + 10%
$40,000
$15K + 15%
$30,000
Qualifying monthly cash
$300,000
$30K + 10%
$60,000
$15K + 15%
$60,000
Qualifying monthly cash
$500,000
$30K + 10%
$80,000
$15K + 15%
$90,000
Qualifying monthly cash
$1,000,000
$30K + 10%
$130,000
$15K + 15%
$165,000
Qualifying monthly cash
$1,500,000
$30K + 10%
$180,000
$15K + 15%
$240,000
Qualifying monthly cash
$2,000,000
$30K + 10%
$230,000
$15K + 15%
$315,000
These are recurring fees from Day 91 onward. Build payments, milestone bonuses, and expenses are additional.
The recurring structures cost the same at $300,000 in qualifying monthly cash. Above that, Structure A costs less. Below that, Structure B costs less.
During Days 31–90, only the selected percentage applies alongside build payments, so 15% costs more than 10% at the same collection level.
Compensation calculator
Qualifying cash collected$1,000,000
New signed contract value$2,000,000
Build payment due this month
Already-paid milestones
This month
Monthly leadership
$30,000
Performance participation
$100,000
Newly earned milestone bonuses
$175,000
Build payments due
$0
Total compensation shown$305,000
Qualifying cash remaining after fees shown
$695,000
This is not profit and may be negative when fees due exceed qualifying cash collected. It excludes payroll, delivery, taxes, refunds, and other costs.
Compensation including milestones
At $500K qualifying cash and the first $1M signed month, Structure A produces: $30K monthly leadership; $50K performance participation; $50K cash milestone; $50K signed-sales milestone. Total: $180K, before any build payment or expense due that month.
At $1.5M cash and $2M signed, if all four milestones are unpaid, recurring fees plus milestone bonuses total $430K under Structure A or $490K under Structure B, before build payments and expenses.
Fixed fees across twelve months
Build package
Structure A
Structure B
$125K core
$395K
$260K
$200K accelerated
$470K
$335K
Build package
$125K core
Structure A
$395K
Structure B
$260K
Build package
$200K accelerated
Structure A
$470K
Structure B
$335K
Assumes nine monthly retainer payments after the initial ninety days. Percentage fees, milestone bonuses, and approved expenses are additional.
Commerce Social · Growth Partnership ProposalC9 · Earlier Improvement Value · 51 / 52
C9 · Acceleration Illustration
What earlier sales improvement could be worth
The additional $75,000 buys four days of concentrated implementation. Its economic value depends on how much earlier the team improves, the opportunities available, and what additional deals actually collect.
80
Comparable held opportunities / month
$42K
Average signed contract value
$6,500
Initial net cash / additional client
10 weeks
Comparison window
10 points
Average conversion advantage
≈18.5
Additional deals
≈$775K
Additional signed contract value
≈$120K
Additional initial cash, if received during the window
This is a planning illustration, not a forecast or guaranteed return. Signed value and cash overlap and must not be added together. Cash shown is before partner fees, milestones, sales costs, delivery costs, and other expenses.
Calculation and assumptions
Ten weeks is approximately 2.31 months using 52 weeks per year. Additional deals are modeled as 80 × conversion advantage × 10 ÷ (52 ÷ 12).
Average conversion advantage across ten weeks
Additional signed value
Additional initial cash
5 percentage points
Approximately $388K
$60K
10 percentage points
Approximately $775K
$120K
15 percentage points
Approximately $1.163M
$180K
Average conversion advantage across ten weeks
5 percentage points
Additional signed value
Approximately $388K
Additional initial cash
$60K
Average conversion advantage across ten weeks
10 percentage points
Additional signed value
Approximately $775K
Additional initial cash
$120K
Average conversion advantage across ten weeks
15 percentage points
Additional signed value
Approximately $1.163M
Additional initial cash
$180K
Compare the difference between the two paths’ improvement over time. Do not attribute the entire build’s improvement to the onsite.
If the two paths improve equally quickly, modeled acceleration value is zero.
The ten-week comparison window starts after onsite. It differs from the seven-to-nine-week difference between the proposed Phase 4 dates.
Validate the inputs during the audit. Any profit-payback calculation must account for incremental contribution after costs, percentage fees, and newly triggered bonuses.
Commerce Social · Growth Partnership ProposalC10 · Decision and Launch · 52 / 52
A twelve-month partnership to build and lead the sales team, process, and management system required to pursue $2M in monthly signed contracts and $1.5M in monthly new-client cash collection.
Recommended selection
Miami Accelerator Build
$200,000
Leadership across the ten roles
$30,000/month from Day 91
Performance participation
10% from Day 31
Long-term incentives
Four one-time milestone bonuses
Build payment
Paid in full at signing; phased payments available
Next steps
1
Select the build path, ongoing compensation structure, and payment schedule.
2
Finalize the agreement and initial payment.
3
Confirm kickoff, system access, team participation, and December onsite dates if selected.
Commerce Social owns the internal sales organization. Patrick leads the agreed build, implementation, and revenue-management work.
Prepared for Collin Cavanaugh and Setu, Commerce Social
Prepared by Patrick Jones, Sales Savage / Limitless Impact
Commercial Terms
Commerce Social employs and pays its closers and SDRs.
Commerce Social approves hiring, budgets, pricing, and delivery commitments.
Patrick owns the agreed phased leadership, build, training, coaching, and implementation work.
Company-specific assets and customer data belong to Commerce Social; Patrick’s pre-existing frameworks and underlying intellectual property remain Patrick’s, with usage rights defined in the agreement.
The engagement runs for twelve months.
Approved travel, lodging, venue, software, third-party implementation, recruiting, payroll, commissions, and other approved expenses remain separate.
Revenue outcomes depend on verified opportunity flow, execution, deal terms, collections, fulfillment capacity, market conditions, and Commerce Social’s decisions.
The definitive agreement governs payment mechanics, confidentiality, data access, cancellation, dispute handling, refund adjustments, and trailing collections.
Gross-margin guardrails should be agreed before discounting or unusually expensive fulfillment is approved.