Sales teams that win. Careers that last.
Sales teams that win. Careers that last.
Built for complex sales environments that need management accountability, coaching infrastructure, and rep development -- without the timeline or risk of a permanent hire.
Televerde is not facing a talent shortage. You have closers. You have a north star -- your own 40% close rate. What you're missing is the layer between you and the team that makes sure the talent you have is being developed, held accountable, and pointed in the right direction. That management gap is showing up in forecasting fiction, single-threaded accounts, a consultative sale that's being run like a product pitch, and a team that hasn't had consistent structure since the previous manager's exit in early 2026.
This is a complex sale -- human-to-human, 89-day average cycle, multi-stakeholder, outcome-driven. That's not a context where you can shortcut the coaching or skip the accountability layer and expect results. The infrastructure has to match the sale.
Reps are pitching what Televerde does instead of listening for where the prospect's process breaks. The sale requires drilling into pain, building to an insight, and pulling the buyer -- not presenting the model.
With a large enterprise deal in the pipeline and a rep calling it "closing in three weeks," forecast discipline is broken. Reps are not being held to the 89-day cycle reality, and close dates have no grounding.
An account planning methodology exists but isn't being enforced. Nobody owns execution. Alicia has said directly: the discipline of making sure people do what needs to be done isn't her strength -- and she shouldn't have to do it alone.
The team isn't going deep and wide. Your top rep closes $1M deals but works accounts through one door. Capitalizing on existing relationships to expand -- up and out -- is a fundamental gap across the team.
Moving from product selling to consultative, complex selling is hard. Reps must talk to marketing leaders, rev ops leaders, and sales ops leaders about their process -- not Televerde's services. Most of the team isn't there yet.
Accurate information isn't flowing up the chain. BDR-sourced deals close at 6% versus 25% without BDR involvement. The pipeline isn't being staged to reflect deal reality, and leadership can't forecast with confidence.
Over the next 6 months: Alicia (player/coach, NAR) + 2 NAR reps + 2 international (Scotland & Spain). All 5 in scope.
| Rep | Coachability | Situation | CoMission Approach |
|---|---|---|---|
| Alicia PLAYER/COACH |
High | VP of Sales and the performance benchmark for the entire team -- 40% close rate, the north star every rep is measured against. Operating as player/coach in NAR over the next 6 months. As a senior revenue executive, her focus belongs at the strategic level: pipeline direction, client relationships, and team development. The day-to-day management and accountability infrastructure that a field-level sales manager would own simply isn't her role -- and shouldn't be. | CoMission owns the accountability layer so Alicia doesn't have to. She sets direction, attends training, and provides strategic input. We build the management infrastructure around her so the team stops defaulting to her on execution problems. |
| Diana | Not Coachable | Your top closer -- $1M deals in her history, gets the majority of pipeline. She delivers on revenue. The problem is communication: too direct, low EQ, and it costs Televerde relationships internally and externally. She doesn't see it as a problem and isn't open to being coached on it. | Protect the revenue, manage the collateral damage. CoMission will assess whether the root issue is a capacity, commitment, knowledge, or skill gap -- that diagnosis shapes the path. In parallel, we acknowledge the output while flagging the long-term risk to Alicia: a top producer who can't adjust her communication is a retention and relationship liability that compounds over time. Structure is built around her strengths, not against them. |
| Kai | High | Junior but hungry. First kid on the way, owns his home -- motivated. Excellent at quarterbacking a deal (knows who to pull in and when) but can't run a cycle solo yet. | Put the rocket fuel on. Build solo cycle confidence. Structure and repetition. High upside with the right investment -- this is the long-term bet on the team. |
| EMEA Rep | High | Year two, trending toward 33% close rate. Solid. Proving it's possible to close at a high rate in this environment. | Reinforce what's working. Use as a model for what the team can become. Protect the habits and mindset that got him here. |
| Sean | Unproven | Former Iron Mountain. Hired by previous manager. Leans entirely on the model -- no value-based selling, no relationship building. Internal SDRs have flagged it. Hasn't had real development. | Structure and development before a fit call. He hasn't had coaching -- that matters. Social presence, value-based language, active listening. If no movement in 60 days, that's a conversation. |
| April | Resistant | 11% close rate. Told Alicia directly: "I've tried to sell like you, I just can't, so I do it my way." Self-aware but not coachable in the traditional sense. | Honest early assessment. Coaching will be offered; if the resistance pattern holds, this becomes a fit conversation -- not a failure of the process. Alicia deserves that clarity fast. |
Most programs make reps better. We make the system that manages reps better. The management layer is where Televerde's gap lives -- and that's precisely where we operate.
We don't arrive with a pre-built program. We've already built working hypotheses from what you told us. The coaching is built around your specific breakpoints, not a generic curriculum.
This isn't a training event that fades in two weeks. We're inside your operating cadence -- pipeline reviews, deal inspection, rep coaching -- so the work compounds rather than disappears.
Consultative, multi-stakeholder, outcome-based selling is our native environment. We understand the discipline required to move a complex deal and how to coach reps through it.
If a rep isn't the right fit, we say so -- directly, with documentation, and with a recommended path forward. You'll have that clarity before you're forced to guess about it.
Not a hire you're betting on. Not a consultant who hands you a report. An embedded team that's in your operating cadence from week one -- accountable to your results.
Rather than billing for rep coaching separately, CoMission and Televerde enter a structured exchange: CoMission provides Tier 1 seller coaching to Televerde's team; Televerde provides two SDRs making outbound calls on CoMission's behalf.
CoMission steps in as the accountable management layer between Alicia and the team. Pipeline discipline, forecast accountability, rep performance, and operating cadence -- all owned by CoMission, so Alicia can lead strategy instead of chasing execution.
All timelines below are measured from the post-kickoff start date.
Full diagnostic of the sales operating structure. Individual rep review -- activity, conversion rates, call quality, pipeline contribution. Call recording review across the team. CRM and pipeline hygiene audit. Rep-specific development plans drafted. SDR process review completed to finalize the trade structure.
Weekly pipeline review cadence installed. Management 1:1s running. Forecast hygiene standards set -- close dates tied to reality, not optimism. Escalation paths defined so the team stops defaulting to Alicia. Account planning methodology back in active use and enforced.
Coaching cadence fully running for all 5 reps. Focus on consultative selling skills -- listening for process gaps, building to insight, multi-threading in accounts. Scorecards active. Weekly performance reporting delivered to Alicia with rep-level themes, skill trends, and pipeline movement.
Written fit assessments for Sean and April -- clear recommendation, not a guess. Top performers identified, coachable middle performers on development plans, and anyone who isn't the right fit documented with a recommended path forward. Alicia gets the management clarity she needs without having to make the call alone.
| Option | Cost | Time to Impact | What You're Actually Getting |
|---|---|---|---|
| Full-time Sales Manager | $130--135K base + variable comp + benefits, taxes, and loaded costs. Total investment well north of $200K annually before impact. | 60--90 days to hire; 90 days to ramp | One person. Flight risk. No built-in coaching methodology. You're betting the next 6 months on a hire made under pressure. |
| Sales Training Program | Varies | One event | Fades in 2 weeks. No accountability layer. No system change. Rep behavior reverts. |
| Do Nothing | $0 now | -- | $2.7M closed against a $14.85M goal in May. The gap doesn't close without a structural change. Alicia continues absorbing what the management layer should own. |
| CoMission -- Tier 1 + Tier 2 | $15,000 / month + SDR trade | Operational in week one | Embedded management and rep coaching. Accountability installed. No ramp. No flight risk. No overhead. Scalable if the engagement evolves. Alicia gets her time back. |
The revenue math: Alicia closes at 40%. The team average is well below 25%. There are 240 active opportunities in play. A 5-point improvement in close rate across the team isn't a coaching story -- it's a revenue story. The engagement pays for itself many times over before it needs to justify itself on paper.
