Yildunosos Quantyeon team at work on sales system architecture

About Yildunosos Quantyeon.

A remote-first consultancy building structured, repeatable sales systems for companies that want predictable revenue without guesswork.

Sales systems fail when they depend on individual talent rather than repeatable process.

Sales process documentation and pipeline mapping session

Yildunosos Quantyeon started in 2020 from a specific observation: most companies with capable salespeople still struggled to grow revenue consistently. The problem was rarely motivation or talent - it was the absence of a system that could work without depending on any single person.

The work here focuses on building sales infrastructure: defined stages, qualification criteria, handoff logic, and feedback loops that let a team operate with less friction and more clarity. This is not about sales methodology in the abstract - it is about the specific decisions a company needs to make about how deals move through their pipeline.

Every engagement starts with an audit of what already exists. Most companies have more structure than they think, and more gaps than they realise. The task is identifying which gaps actually limit growth, then closing them in the right order.

60+ Companies served

14 Countries reached

4 Years operating

B2B Exclusive focus

The people behind the work

A small team with specific expertise. Each person works directly with clients - there are no layers between the people who design the system and the people who deliver it.

Orsolya Fekete

Head of Sales Architecture

Orsolya designs the structural logic of each client's sales system - stage definitions, qualification gates, and the decision rules that make a pipeline predictable rather than optimistic.

Siobhán Uí Dhochartaigh

Client Integration Lead

Siobhán manages the transition from design to implementation - making sure the system that gets built actually fits the company's existing tools, team habits, and reporting requirements.

Radovan Blaho

Lead Systems Strategist

Radovan works on the upstream questions - market positioning, offer structure, and the conditions that determine whether a sales system can succeed before the first conversation happens.

Tomáš Veverka

Process Design Specialist

Tomáš focuses on the operational detail - how tasks move between people, where information gets lost, and what documentation a sales team actually needs to operate without constant management input.

What shapes the way this work gets done.

Three principles guide every engagement. They are not aspirational statements - they are the practical constraints that prevent common mistakes in sales system design.

Structured sales system design process in action

Diagnosis before prescription

No two companies have the same sales problem, even when the symptoms look identical. The system gets designed after the audit, not before it. Applying a standard framework without understanding the specific context is the most common way this work fails.

Systems that survive personnel change

A good sales system does not depend on any single person remembering how things work. Documentation, stage logic, and handoff criteria are written for the person who joins next year, not the person who built the process. Durability is a design requirement, not an afterthought.

Measurable stages, not vague phases

Each stage in the pipeline has a clear exit criterion. A deal does not move forward because a salesperson feels good about it - it moves because a specific condition has been met. This distinction sounds minor but it changes how forecasting, coaching, and prioritisation all work in practice.

How an engagement runs

The sequence below is consistent across clients, even though the content of each step differs significantly. The structure exists so that nothing important gets skipped and so that clients know what to expect at each point.

Current state audit

Interviews with the sales team and review of existing pipeline data, CRM structure, and recent deal history. The goal is a clear picture of what is actually happening - not what the process documentation says should happen.

Gap identification and prioritisation

Not every gap matters equally. Some missing pieces create immediate revenue problems; others are important but secondary. This step produces a ranked list of what to address and in what order, with the reasoning behind each decision.

System design and documentation

Stage definitions, qualification criteria, handoff protocols, and the supporting materials the team needs to operate the system. This is written to be usable by the team, not to be impressive in a presentation.

Implementation support and adjustment

The first version of any system reveals problems that the design phase could not anticipate. Regular check-ins during the first weeks of operation allow adjustments before issues become habits. The system that gets used is always different from the one that was designed.

Sales pipeline audit and data review session

System documentation and process design work

Remote delivery - all work is conducted without requiring in-person presence

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