A structured sales system for companies that need one
Most sales problems are not about people - they are about missing structure. Yildunosos Quantyeon works with companies to build the processes, pipelines, and decision frameworks that let sales teams operate consistently.
Sales structure is the part most companies skip until it becomes a bottleneck.
The work here is about building something durable - not patching what is already breaking.
Who this work fits into
The companies that come to Yildunosos Quantyeon are typically past the early stage - they have a product, a team, and some revenue. What they do not have is a repeatable way to generate and close deals. Sales happens, but it happens inconsistently, driven by a few individuals rather than a system.
The work involves founders, commercial directors, and team leads - sometimes together, sometimes separately depending on where the friction actually sits. Decisions get made by the people running the business, not delegated to a junior layer that has no authority to act.
Geographically, the client base spans multiple countries. The work happens remotely, which means the process has to be designed so that it holds without in-person supervision. That is actually useful - it forces clarity in documentation, handoffs, and accountability structures that on-site teams often leave informal.
The method adjusts - the rigour does not
Every company has a different starting point. Some have a CRM with years of data and no clear pipeline logic. Others are running everything through spreadsheets and email threads. The approach accounts for that gap rather than assuming a clean slate.
Engagements completed
Across industries including SaaS, professional services, manufacturing, and distribution.
Countries represented
Client companies operating across Europe, North America, and the Middle East - all served remotely.
Average client rating
Collected across completed engagements. Reflects satisfaction with process clarity and practical output.
Weeks per engagement
Typical duration depending on scope. Shorter for targeted pipeline work, longer for full system builds.
What the work actually involves
The engagement starts with a diagnostic - not a sales call. The first few sessions are about understanding how deals currently move through the organisation, where they stall, and what the team's actual capacity is. That picture shapes everything that follows.
From there, the work is structured in phases. Early phases focus on pipeline definition and qualification criteria. Later phases address handoff points, forecasting logic, and the documentation that lets new team members get up to speed without relying on institutional memory.
Sessions happen weekly or fortnightly depending on pace. Between sessions, there are specific tasks assigned to the client team - not generic homework, but concrete actions tied to the current phase. Progress is tracked and reviewed at the start of each session.
- 1 Diagnostic phase - map the current state without assumptions
- 2 Pipeline design - define stages, criteria, and ownership
- 3 Process documentation - create materials the team can actually use
- 4 Implementation support - work through real deals and real obstacles
This work requires active participation
The output of this engagement is not a document that gets filed. It is a working system that the client team operates. That means the team has to be involved throughout - not just at the start and the end.
The companies that get the most from this work are the ones where at least one senior person is actively committed to the process - attending sessions, completing tasks between them, and making decisions rather than deferring them. Without that, the engagement stalls.
This tends to work well when
- A founder or commercial lead has time set aside for this work each week
- The team can test changes on live deals during the engagement
- There is genuine uncertainty about why conversion rates vary across reps
- The company is planning to hire more salespeople in the next 12 months
- Leadership is willing to change how they measure sales performance
This tends to be harder when
- The team expects a finished system to be handed over without their involvement
- Sales decisions are made by people who are not part of the engagement
- The company needs results within four weeks or fewer
- There is no CRM or data infrastructure in place and no plan to create one
- The core problem is product-market fit rather than sales execution
A distribution company with 11 salespeople and no shared pipeline logic
The company had been operating for eight years and had grown its sales team gradually. Each person had their own way of tracking deals - some used the CRM, some used spreadsheets, one kept everything in email folders. Forecasting was done by asking each rep to estimate their month, which produced numbers that bore little relation to what actually closed.
The problem was not motivation - it was that no one had defined what a qualified opportunity actually looked like.
The engagement ran for 14 weeks. The first four weeks were spent documenting the current state and identifying the three stages in the pipeline where deals most commonly went quiet. The next six weeks were spent designing and testing a new pipeline structure, with weekly reviews against live deals. The final four weeks focused on manager-level reporting and the documentation needed to onboard the two new reps the company planned to hire.
By the end, every rep was working from the same qualification criteria, the CRM reflected actual deal status rather than optimistic estimates, and the commercial director had a weekly view of pipeline health that did not require chasing individuals for updates.
Odhran Beattie
Commercial Director, distribution sector
The diagnostic phase was uncomfortable - it made clear how much we had been running on assumptions. But that discomfort was the point. By week six we had a pipeline structure the whole team was actually using.
Fearghal Vance
Sales team lead, same company
The between-session tasks were the part I underestimated. They were specific enough that you could not ignore them, and they built on each other in a way that made the system feel like something we had built rather than something imposed on us.