Sales Program Assessment

Business snapshot

The commercial baseline. Everything else gets measured against these numbers.

Your name

Email

Date completed

Revenue over the last twelve months

Revenue target for the next twelve months, and how firm that number is

Roughly how does revenue split across these three sources? Percentages. They should total around 100.

Manufacturers

Integrators

Direct end users

What share of revenue comes from your top five accounts?

How many projects did you close in the last twelve months, and what was the average value?

What's the range between your smallest and largest project?

Is any revenue recurring — maintenance, service contracts, platform fees, managed programs? If yes, how much and under what terms.

What is the single biggest constraint on growth right now?

Not enough qualified demand coming in Field capacity — technicians, scheduling, coverage Sales capacity — nobody to work the deals Cash or working capital Ops and project management capacity Margin — the work is there but it isn't profitable enough

Expand on that constraint. What have you already tried?

Who you sell to

Okos sells through manufacturers, through integrators, and direct. Those are three different sales motions, and I want to know which one is actually carrying the business.

Describe your best customer — the one you'd clone if you could. What makes them a good fit?

Which customer type is most profitable, and which is most painful?

Which verticals do you currently deploy in? Select all that apply.

Warehouse and logistics Multifamily residential Education Retail Healthcare Industrial and manufacturing Government and public Commercial office Fleet and transportation

Which vertical do you most want to grow, and why that one?

Which manufacturer and integrator relationships drive the most volume today? Name them and give a rough sense of how much each sends you.

Are you on any manufacturer's approved or preferred deployment partner list? Which ones, and what did it take to get there?

Which partnerships are underperforming — signed up but not sending work?

Who actually signs the contract? Give me titles, not companies.

Who else influences the decision, and what does each of them care about?

What has to happen in a customer's world before they go looking for a deployment partner?

Where do you operate today, and where do you want coverage next?

How deals come in

I want the honest version of your demand engine, including the parts that are just you knowing people.

Think about your last ten closed deals. Where did each one originate? Partner referral, inbound from the website, outbound, repeat customer, trade show, your own network — a list is fine.

Roughly what percentage of new business is inbound versus something you went out and created?

Is there any outbound motion today?

None at all Founder-led and ad hoc — I reach out when I think of it Someone does it part time alongside another role Dedicated and consistent

How many genuinely new conversations — a first call with someone who wasn't already in your world — happen in a typical month?

Do partners refer you consistently, or does it depend on which rep happens to remember you?

Is there a formal partner or channel program — agreements, rate cards, joint planning, co-marketing? Describe what exists.

Who owns marketing, what do you spend, and what has actually produced a deal?

Which trade shows or industry events do you work, and how do you follow up afterward?

How many inbound enquiries does the website produce in a month, and what happens to them?

The sales team

Who sells, how they're paid, and how much of this currently runs through you personally.

List everyone who touches a deal at any stage, with their role. Include people whose job title says something else but who end up selling.

Who closes? If it's mostly you, say so.

What percentage of your own week goes to sales, and what would you rather it be?

How is anyone selling compensated — base, commission, bonus, nothing variable?

Does anyone carry a number they're accountable to?

Yes, formal quotas reviewed regularly Informal targets, loosely tracked No

Who owns the manufacturer and integrator relationships day to day?

Who do you plan to hire into sales in the next twelve months, and when?

What's the biggest capability gap on the team right now?

If you stopped selling entirely for ninety days, what happens?

Process and pipeline

From first contact to signed scope — and the handoff into operations, since that's where a deployment business usually leaks.

Is there a defined sales process that everyone follows?

Written down and actually followed Written down but nobody uses it It's in my head Every deal is different

Walk me through the stages a typical deal moves through, in your own words.

How do you decide an opportunity is worth pursuing? Is there anything you'd refuse?

Open pipeline value today

Number of open opportunities

Average sales cycle

Win rate on quoted work

Where do deals most often stall or go quiet?

How long from first request to a quote in the customer's hands, and what's the slowest part?

Who does the scoping and site walks, and is that a bottleneck on how many deals you can chase at once?

What happens the moment a deal is won? Describe the handoff to the project coordinator.

How often does something sold not match what ops can actually deliver?

Do you follow up systematically after close-out to win the next site or phase?

Pricing and proposals

How you put a number on the work, and what the customer actually receives.

How is work priced? Select all that apply.

Do you publish a rate card to partners, or price every job from scratch?

Target gross margin

Actual gross margin

How often do you discount, and what usually causes it?

Are change orders priced and collected properly, or absorbed?

What does a proposal look like today? Who builds it and how long does it take?

Which case studies, references, or proof points do you actually use in a sales conversation?

When you explain what makes Okos different, what do you say? Give me the words you'd use on a call.

Winning and losing

Losses tell me more than wins do, so be specific here.

Who do you come up against most often? Name the competitors. Include the customer deciding to self-perform or use an in-house crew, if that happens.

When you win, why do you win?

When you lose, why do you lose?

Describe the last three deals you lost and what happened in each.

What objection comes up most, and how do you currently handle it?

How often do customers come back for a second project? Has anyone left and gone elsewhere?

Has a large customer ever concentrated enough of your revenue to make you nervous? What's the situation now?

Tools and reporting

What gets recorded, what gets reviewed, and how much of it you trust.

What CRM are you on, and honestly — is it kept current?

What other tools touch the sales process? Proposal software, email sequencing, LinkedIn Sales Navigator, estimating tools, the Okos platform itself.

Which numbers do you look at weekly or monthly, and who prepares them?

Could you tell me the value of open pipeline right now, in under a minute, without asking anyone?

Yes Roughly, from memory No

How accurate has forecasting been over the last few quarters?

Is there a recurring sales meeting? Who attends and what gets covered?

What success looks like

How you'll judge whether this engagement was worth it.

Ninety days from now, what has to be true for you to say this is working?

And twelve months from now?

Rank these in order of priority to you right now. Mark your top three.

More qualified pipeline Higher win rate on what we already quote Shorter sales cycle Better margin per project Getting me out of day-to-day selling Building a real partner channel Landing larger multi-site programs Reducing customer concentration Hiring and onboarding sellers who work out

What have you already tried to fix sales that didn't work?

What's off the table? Anything you don't want changed, or that won't fly internally.

Who needs to agree before a change to how sales runs actually sticks?

Where do you expect internal resistance, and from whom?

What budget and internal time can you commit to building this out?

Anything I haven't asked that I should know before we start?

Sales program assessment