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SieberSolutions | Revenue systems consulting
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Services

Fix the bottleneck.Build the system.Make it usable.

Every engagement starts from the same principle: we understand how revenue work actually happens in your business before changing it. Most teams begin with the diagnostic, then decide what to build together.

Ways to work together

Revenue System Diagnostic

Find the constraint before investing in the solution.

For teams that know sales is underperforming but do not know where the real bottleneck sits.

A structured review of how revenue work happens today: who you target, how deals are qualified, where they stall, and what the CRM can and cannot tell you.

Typical duration
3-4 weeks | Typical duration: 3-4 weeks, depending on stakeholder availability, CRM access, and data quality.

Includes

What you receive
  • Interview synthesis across founders, sales, and delivery
  • Funnel and conversion review with the data currently available
  • Scored assessment across market clarity, sales process, revenue infrastructure, and automation
  • Bottleneck map showing the weakest link and its downstream effects
  • Prioritized 90-day action plan with sequencing and owners
Scope boundaries
  • One business unit
  • One primary sales motion
  • One CRM
  • Up to five stakeholder interviews
  • Available historical data
  • One executive readout
  • Remote delivery

For industrial and technical teams, the Diagnostic typically examines qualification, technical intake, quotation turnaround, sales-to-engineering handoffs, opportunity ownership, and pipeline visibility.

Outcome

A clear, evidenced view of what is most likely limiting revenue, and a decision about what to fix first.

Investment

CAD 8,500 fixed

Need internal approval?

A one-page brief you can forward to a sponsor or committee: the problem, the engagement, what participation is required, and how improvement is measured.

Open the internal brief

Revenue System Build

Implement the changes that matter most.

For companies ready to redesign and implement how revenue work gets done.

Design and implementation of the working parts your team uses every day, from how deals are qualified through to how the CRM reflects reality.

Typical duration
6-10 weeks | Scope confirmed after the Diagnostic. One to three agreed workstreams, depending on the Build selected.

Includes

The Build does not replace everything at once. One to three agreed workstreams, depending on the Build selected, chosen for the greatest commercial effect.

What you receive
  • A written implementation scope agreed before work starts
  • Configured process and CRM changes in your own tools
  • Dashboards and reporting leadership can act on
  • Written playbooks for the parts of the process being changed
  • Targeted automation where it removes real friction
  • Enablement sessions so the team can run and maintain the system
Example Builds

  • Quote-to-Close Build

    • Technical intake
    • Qualification
    • Quotation workflow
    • Proposal components
    • Commercial-to-engineering handoff
    • Quote-turnaround reporting

  • Pipeline Visibility Build

    • Stage definitions
    • Exit criteria
    • Opportunity ownership
    • CRM configuration
    • Forecasting
    • Management dashboard

  • Key-Person Independence Build

    • Discovery framework
    • Stakeholder mapping
    • Deal-review rhythm
    • Knowledge capture
    • Playbooks
    • Team enablement

Outcome

A documented change in use by the team, not a slide deck that ages in a shared drive.

Investment

Focused Build CAD 18,000 | Integrated Build CAD 28,000

Fractional Revenue Systems Partner

Keep the system working as the business grows.

Ongoing senior support to keep the pipeline accurate, improve qualification and handoffs, review important opportunities, and ensure the commercial system continues working as the business grows.

Senior involvement in how revenue is actually run: pipeline accuracy, qualification and handoffs, important opportunities, and the decisions that keep the commercial system working as the business grows.

Typical duration
Ongoing, monthly | Three-month initial term.

Includes

What you receive
  • Recurring pipeline and deal reviews with clear next moves
  • Ongoing refinement of qualification, stages, and handoffs
  • CRM governance: data standards, hygiene routines, and reporting integrity
  • KPI review with leadership on an agreed rhythm
  • A maintained automation roadmap, sequenced by impact
  • Executive decision support on pricing, priorities, and capacity

Core and Embedded, compared

Core and Embedded, compared
What you getCoreEmbedded
Pipeline reviewsIncludedIncluded
Deal supportSelected dealsActive strategic deals
CRM governanceMonthlyOngoing
Executive accessScheduledHigher availability
PriceCAD 6,500 per monthCAD 9,500 per month

Outcome

Senior revenue judgement available where decisions are made, without adding a permanent leadership hire.

Investment

CAD 6,500-9,500 per month

Prices exclude applicable taxes, travel, software subscriptions, data providers, and separately scoped specialist development.

Illustrative samples

What the deliverables look like

Bottleneck map

Where opportunities slow down, stage by stage.

  • Lead intakeHealthy
  • QualificationAt risk
  • Technical scopingBottleneck
  • QuotationAt risk
  • CloseHealthy

Revenue system scorecard

Four areas scored from your own answers.

  • Market clarity

  • Sales process

  • Revenue infrastructure

  • Intelligent automation

Diagnostic to Build to Partner

How the three engagements follow one another.

  1. 01Diagnostic
  2. 02Build
  3. 03Fractional partner

Illustrative samples only. Redacted structures shown for format; no client data is used.

The first 30 days

What the Diagnostic looks like week by week

Typical duration: 3-4 weeks, depending on stakeholder availability, CRM access, and data quality. Nothing is implemented before the picture is evidence-based.

  1. Week 1

    Understand

    Leadership and team interviews, CRM and funnel access, review of process and commercial priorities.

  2. Week 2

    Diagnose

    Identify the primary bottleneck, quantify downstream effects, establish the baseline metric.

  3. Week 3

    Design

    Define the target process, assign responsibilities, select what to change, remove, or automate.

  4. Week 4

    Decide

    Present the system map, agree the 90-day implementation plan, decide who implements each component.

What we need from you

  • An executive sponsor.
  • Access to relevant CRM and funnel data.
  • Participation from sales and delivery stakeholders.
  • Roughly 60-90 minutes of working time per week.
  • Honest discussion of what is and is not being followed.
  • Authority to change the process.

What you receive

  • Senior involvement from Suti.
  • A documented diagnosis.
  • Clear priorities.
  • Practical implementation.
  • Team enablement.
  • System documentation.
  • A defined measurement approach.

Category clarity

Why us versus the alternatives

Each option below solves a real problem. The question is which one fits the state of your commercial system today.

  • VP of Sales

    Best when

    You need permanent leadership and can support a senior salary.

    Limitation

    Expensive if the underlying system is not ready.

  • RevOps hire

    Best when

    Strategy already exists and internal execution capacity is needed.

    Limitation

    May inherit unclear commercial decisions.

  • CRM agency

    Best when

    Requirements are already defined.

    Limitation

    Often configures what is requested without challenging the process.

  • Sales trainer

    Best when

    The process works but execution skills are inconsistent.

    Limitation

    Training cannot repair broken infrastructure.

  • AI automation agency

    Best when

    The workflow is already proven.

    Limitation

    Can accelerate the wrong process.

  • SieberSolutions

    Best when

    The company must diagnose, design, and implement the commercial system.

    Limitation

    Not intended to replace a permanent sales team.

Before you start

Questions buyers ask before starting

The objections we hear most often, answered directly. If yours is not here, raise it on the call.

Our sales process is too unique to standardize.

Most complex sales are genuinely specific in content and fairly ordinary in structure. We do not impose a template. We document how your best deals actually progress, then make that path repeatable for the rest of the team. What stays flexible is the conversation; what becomes consistent is qualification, ownership, next steps, and what gets recorded. Uniqueness is usually an argument for a clearer system, not against one.

Our team will never maintain another system.

That is usually a signal that the last system asked for effort without giving anything back. We design for the smallest number of fields, stages, and steps that still produce a reliable picture, and we remove more than we add. Adoption is treated as part of the work, not an afterthought: the team helps shape the design, the routines are documented, and every requirement has to earn its place.

We already have a CRM.

Good. In most engagements we improve the CRM you own rather than replace it. The problem is rarely the software; it is that stages, fields, and reports were configured before anyone agreed how deals should actually progress. We define the commercial logic first, then shape the CRM around it. Replacement is only recommended when the current tool genuinely cannot support the process you need.

We do not have enough clean data.

Nobody starts with clean data. Incomplete records are themselves evidence: they show where the process breaks and which steps the team quietly skips. The diagnostic combines whatever data exists with interviews, pipeline review, proposals, and observed behaviour. We then agree a small set of fields worth maintaining, so data quality improves as a by-product of selling rather than as a separate clean-up project.

Couldn't we hire someone internally?

Often you should, and we will say so. An internal hire is the right answer when the commercial direction is already clear and you mainly need execution capacity. It is an expensive way to discover what is wrong. A diagnostic first tells you which role you actually need, what that person should own, and what system they will inherit, which usually makes the hire faster and more successful.

We tried sales consulting before.

Most disappointing engagements end at the recommendation. Ours are built to end in use: a documented process, a configured CRM, working automations, and a team trained on all of it. We agree the metric and measurement window at kickoff, and the guarantee holds us to movement on it. If we cannot see a credible path to a measurable improvement, we will tell you before you commit.

We are too small for RevOps.

Company size is not the trigger; complexity is. If deals involve several stakeholders, technical scoping, and long cycles, you already run a revenue system, whether or not it is written down. Small teams need less of it, not none. The work is proportional: for a ten-person company that may mean one clear qualification standard, one honest pipeline, and two automations that remove real friction.

We are not ready for AI.

Then it is not the place to start, and we will not push it. Automation is step five in our sequence for a reason: applied to an unclear process, it produces faster mistakes. We often begin with clarity and pipeline discipline and introduce nothing automated in the first weeks. When automation does arrive, it targets proven, repetitive work, with human review kept in place for anything customer-facing.

Our sales cycle is too technical for an outside consultant.

We come from technical sales. Suti holds a Master of Engineering and spent more than ten years selling engineered systems, enterprise software, and technical services across Europe, Southeast Asia, and North America. We do not need to become your product experts; we need to understand how technical validation, stakeholders, and commercial terms interact in your deals, and that is exactly what the diagnostic examines.

Handover

What happens after we leave

The goal is not to make your team dependent on SieberSolutions. Every system is documented, owned internally, and maintainable by the people who use it.

What happens after we leave
  • Your team owns the process.
  • Your admins run the CRM.
  • Workflows are documented before handover.
  • The team is trained on everything we build.
  • Ongoing support stays optional.
  • Changes follow a simple documented path.
  • Accounts and access are transferred fully at the end.

Our commitment

Two commitments we can honestly make

  • Diagnostic Clarity Commitment

    If the final readout does not give leadership an agreed primary constraint, the evidence supporting it, and a practical 90-day action plan, we continue working for up to four additional weeks at no fee.

  • Build Adoption Commitment

    If the agreed workstreams are not configured, documented, and adopted by the team by the end of the Build, we continue at no additional fee until they are.

Suti Sieber, Founder & Principal

Both commitments depend on an agreed baseline, an executive sponsor, and the access and participation committed at kickoff. Neither is a promise of revenue growth, win rates, closed deals, or cycle reduction.

See guarantee conditions

Engagement capacity

Suti leads every engagement personally. To protect the quality of the work, SieberSolutions accepts a limited number of simultaneous Diagnostic and Build engagements.

Currently accepting conversations for Q4 2026.

Convert more of the right opportunities.With a system your team can actually run.

The Diagnostic is fixed at CAD 8,500. Build and ongoing-partnership scope are confirmed after the Diagnostic, within the published investment ranges.

Book a 25-minute Fit Call

Bring one stuck deal, one pipeline question, or one process bottleneck. We'll use the call to identify the next useful move.

Leading a larger transformation? Explore Enterprise Transformation