So we roll out in cohorts, certify on capability rather than attendance, and put the inspection cadence on the calendar before anyone gets access.
We spend the engagement budget in this order, and we tell you when a request sits below the line.
The strongest evidence in the discipline. Consistent coaching tracks with +32% win rate and +28% quota attainment, and coaching formality shows a clean dose-response curve: 41.8% win rate random, 47.8% informal, 48.9% formal, 55.2% dynamic.
Firms effective at tracking sales by process step are 35% more likely to hit sales objectives, and strong activity tracking shows 26% higher productivity. Reduce the friction first, then mandate — never the reverse.
Organisations providing action-centred insight were 2.5x more likely to be top performers, and AI-enabled next-best-actions 2.6x more likely to drive commercial growth. Deleting a field is an adoption intervention.
Tie quota credit to process artefacts — no credit for a deal without a signed order form logged. Never a compliance bonus. Pay for outcomes, gate on artefacts.
Below the line: gamification. Every sales-gamification ROI figure available traces to a gamification vendor with no disclosed methodology. Useful as a short-horizon activation tactic during launch fortnight, never as a sustainment mechanism.
Coaching benefits plateau at about 5 hours per rep per month, with the sweet spot at 3 to 5. Move the inputs and see what your bench can actually carry.
A review is a recorded call scored against the published rubric, with one behaviour change committed. Half of it is the debrief.
Below the 3–5 hour sweet spot. Either protect more manager time or narrow the process to what this bench can inspect.
Managers currently deliver about 36 minutes a week per direct report across the market. If your number lands under 1 hour a month, we build a smaller process rather than a failing one.
Pick the team with the most credible manager, not the most compliant one. What cohort 1 says in the hallway decides whether cohorts 2 through 5 adopt.
Distributed practice reliably beats massed practice across 839 assessments in 317 experiments, and the optimal gap between sessions grows with how long the capability has to hold.
Re-reading the deck feels like learning and is not. The rep has to produce the answer under something resembling deal conditions for the behaviour to hold.
Whether the rep ever uses the capability again is the load-bearing variable in the retention research. That makes reinforcement an operating-cadence question, not a course-design question.
We target the two behaviours your day-60 data says are decaying, rather than re-running the whole curriculum against a borrowed forgetting percentage.
A stalling rollout fails at one specific element, and the sentence you hear in the hallway identifies which. Select a symptom.
Reps can describe the new fields but not the problem they solve. The rollout was explained as a system change instead of a business one, so the process reads as overhead imposed from above.
Sponsorship has ranked as the number-one contributor to change success in every Prosci benchmark since 1998, and roughly half of sponsors do not understand what the role requires. The briefing is the intervention.
| The sponsor must | Specifically | Not |
|---|---|---|
| Own the why | Deliver the change story personally, in their own words, at launch and again at day 30 | Forward an email written by someone else |
| Use the artefact in public | Run their own forecast call off the new dashboard, every week, visibly | Ask for a side spreadsheet. If leadership asks for one, the rollout is over |
| Hold the gate | Publicly back a manager who refuses to advance a deal that has not met exit criteria — at least once, early, where everyone sees it | Override a gate to make a quarter |
| Fund the inspection layer | Protect manager coaching time from being reallocated to firefighting | Add coaching to managers' existing load and call it a priority |
| Make it consequential | Tie quota credit to process artefacts where the comp plan allows it | Create a compliance bonus |
| Show up at the gates | Attend the day-30, day-60 and day-90 gate reviews in person | Receive a summary |
Projects with extremely effective sponsors meet objectives 79% of the time. With extremely ineffective sponsors, 27%. There is no enablement design that compensates for the difference.
A cadence without an agenda becomes a status meeting within three weeks. Switch the horizon to see what runs when.
Median AE ramp is 6.2 months — the longest on record — against median experience-at-hire of 3.7 years. More senior people, taking longer to reach productivity, is evidence about the system rather than the talent.
ICP and buyer personas, competitive landscape, product and pricing, the sales process and its exit criteria, HubSpot mechanics, methodology introduction.
Gate: written knowledge check at 80% plus a recorded pitch certification scored against the published rubric.
Shadow then reverse-shadow, live discovery calls with the manager present, first self-sourced pipeline, methodology applied to real records, playbook on every call.
Gate: discovery and demo certification, both rubric-scored from a recording. Not a manager's opinion.
Full territory on a coverage target rather than a revenue target, own pipeline generation, first deals through mid-stage gates, participation in team deal reviews.
Gate: coverage ratio met and at least one opportunity passing formal stage-gate inspection with all exit criteria evidenced.
A cohort where everyone passes on schedule did not have a gate. Certification pass rate is a top-tier effectiveness metric; course completion rate is vanity.
An enterprise rep on full quota at month four, when segment ramp runs nine to twelve months, is a comp design failure that will get diagnosed as a talent problem.
We will size the inspection layer against your actual bench, sequence the cohorts around what else is already in flight, and give you the launch fortnight hour by hour. If the bench cannot carry the process you want, we will design the one it can.
Contact us A working session against your own capacity numbers. No deck required.
We engineer growth systems. JayOh builds the RevOps architecture, GTM execution and data infrastructure that turn messy revenue operations into predictable pipeline for B2B SaaS and PE-backed teams.
