The problem this solves
Sales processes are designed around the seller's pipeline, not the buyer's experience. Buyers feel the difference: a week's wait for a proposal that then needs three corrections, a champion left without materials to convince their own CFO, pushy check-ins that track quarter-end rather than the buyer's process. Then the deal closes and it gets worse: the trusted salesperson vanishes, delivery arrives with none of the context painstakingly shared during the sale, and the customer starts the relationship explaining themselves all over again.
How we work
We reconstruct recent buying experiences from evidence: call recordings, email threads, proposals, and timelines from your CRM, across a sample of won and lost deals, because lost-deal experience is where the sharpest findings live. Where you can arrange it, we interview recent buyers directly about what the process felt like from their chair.
Then we audit the handoff itself as a designed object, or the absence of one: what context transfers from sales to delivery, in what form, who owns the customer during the gap, and what the customer sees in their first weeks after signing.
The deliverable is an experience findings report across the sales cycle and handoff, the specific friction points evidenced with examples, and redesign recommendations: buyer-facing process fixes, a handoff protocol with a defined context payload, and ownership rules for the transition window. It pairs naturally with the internal-facing Sales Motion & Pipeline Management Audit.
Deliverables
- Buyer-side reconstruction of recent won and lost deals from CRM evidence
- Buyer interviews where access allows
- Friction point register across the sales cycle with examples
- Handoff audit: context transfer, ownership, and first-weeks experience
- Redesign recommendations including a concrete handoff protocol
What buyers ask before scoping.
How is this different from the Sales Motion & Pipeline Management Audit?
That audit faces inward: pipeline discipline, qualification, and forecast reliability for your own management. This one faces outward: what buyers experience, and what new customers inherit at handoff. A pipeline can look immaculate internally while the buying experience quietly loses deals; the two audits are complements, not substitutes.
Can you really assess buyer experience without talking to buyers?
Substantially, yes. Email threads, call recordings, proposal versions, and stage timestamps reconstruct the experience with surprising fidelity: response gaps, correction cycles, and silence periods are all in the record. Direct buyer interviews add colour and confirmation, and we push for at least a few, but the evidence base does not stand or fall on them.
Our sales-to-delivery handoff is admittedly nonexistent. Do we need the audit or just a fix?
If you already know the handoff is missing, the audit scopes what the fix must carry: which context each deal type generates, what delivery actually needs, and where in your systems it should live. Designing a handoff protocol without that evidence produces a template nobody fills in, which is how most handoff fixes fail.
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