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MAVEN · London

Escape the Red Ocean and build Predictable Revenue

Sales, marketing, customer success and presales, built as one department under one number — for B2B tech companies at $3M+ ARR.

I · THE FIVE COMPONENTS — WHERE EVERY DECISION LIVES SFE.01SFE.02 SFE.03SFE.04 SFE.05 TARGETINGDEPLOYMENT EXECUTIONENGAGEMENT ENABLEMENT II · THE FIVE STAGES OF A DEAL 1 · OUTREACH2 · DISCOVERY 3 · DIAGNOSIS4 · DESIGN 5 · DECISION III · THE FRAMEWORKS — EACH OWNED BY EXACTLY ONE DOCUMENT STAGE 1STAGES 2–4 ANY STAGETHE MANAGER THE CONSTRAINTOURS ALONE CROCMEDDPICC LAARCFEEDBACK CONSTRAINTSNOS + MODEL Cold Calling · doc 01Qualification · doc 06 Objections · doc 03Coaching · doc 11 Bottlenecks · doc 15MAVEN’S OWN When a framework changes, one file changes.

The Applied Method

Every decision a revenue team makes has exactly one place to live.

Twenty-eight chapters, seventy frameworks, one taxonomy — the method we install, issued as the client pack at engagement.

One operator. No bench, no juniors, no handover to someone you haven’t met.

The work that moves a revenue number is the work nobody wants to own: writing the playbook, sitting on the calls, configuring the CRM properly, telling a rep their discovery was poor.

130+ engagements since 2018. 97% renew and stay engaged; 93% introduce us to another company. Both counted against the same 130.

SEVEN VARIABLES — AND THE FOUR NOBODY PUTS ON A SLIDE SHARED VALUES STRATEGY STRUCTURE SYSTEMS STYLE STAFF SKILLS HARD — EASY TO NAME, EASY TO CHANGE ON PAPER Strategywhere you compete and how you win Structurethe chart Systemsprocess, cadence, tooling SOFT — WHERE INSTALLS ACTUALLY FAIL Stylewhat leaders actually spend time on Staffwho is here, and who you promote Skillswhat the team is genuinely good at Shared valueswhat gets tolerated when a number is at risk Originally “superordinate goals”; renamed shared values from 1982. The alliteration was deliberate — an aid to memory, the authors said. The title of the paper was the argument: structure is not organisation.
Structure is not organisation — that was the title, and the argument.Source: Waterman, Peters & Phillips, Business Horizons, June 1980 · mapping: MAVEN
Insights

How we think about the work.

Not a content programme. A few pieces that argue for the way we build revenue functions — and the named methods your team will actually run: CROC on the call, MEDDPICC on the deal, LAARC on the push‑back.

MEDDPICC IS SCORED HERE — EVIDENCE, NOT CONFIDENCE 1 · OUTREACH2 · DISCOVERY 3 · DIAGNOSIS4 · DESIGN 5 · DECISIONCOMMIT startunderstand causesdesign decideforecast 25%50% 70%70% A deal below the gate does not advance — unless the manager overrides it on the record.
A deal advances on evidence, or it does not advance.Source: MAVEN Client Pack, doc 06 · MEDDIC: PTC, 1996 · the PICC extension: later practitioners · evidence scale and gates: MAVEN’s own
Sales Process & Methodology20 min readWhat is a sales operating system? A founder's 90-day blueprintA sales operating system is the connected set of process, tooling, content, and rituals that turns sales from an art into a repeatable engine. The components, the build sequence, and what a 90-day install actually looks like.Read nowSales Process & Methodology19 min readHow to forecast B2B sales accurately (and the categories that matter)A B2B sales forecast is not a guess — it is a structured commitment built on Commit / Best Case / Pipeline categories, MEDDPICC-grade discovery, and a weekly forecast call that holds reps to honest math. The framework, the cadence, and the accuracy benchmarks.Read nowIndustry Insights20 min readHow to expand a B2B company into the GCC (entry sequence, entity, hiring, channels)GCC expansion is sequenced — country first, entity structure second, hire third, channel fourth. The order is not optional, and most foreign founders reverse it. A practical playbook for entering the UAE, KSA, and the wider Gulf in 2026.Read now
THE SAME FOUR FUNCTIONS, TWO WAYS SILOED — EACH OPTIMISES ITS OWN NUMBER MARKETING MQLs SALES bookings PRESALES demos ACCOUNTS renewals deals die in the walls, and nobody owns a wall ONE DEPARTMENT — THE JOINS ARE OWNED MARKETING SALES PRESALES ACCOUNTS each join has a named owner, a clock and a definition of done Aligned leaders · cross-functional teams · clear roles · joint incentives · two-in-a-box leadership · explicit decision rights A silo is not a personality problem. It is what you get when two teams are measured on different numbers.
A silo is what you get when two teams are measured on different numbers.Source: Ensor, 1988 · Lencioni, 2006 · Burt, AJS 110(2), 2004 · mapping: MAVEN Client Pack doc 13
The engagements

Three ways in, one system.

Each covers a wider slice of the revenue function — fix sales, add marketing, or build the whole department. Fixed scope, fixed weeks, and every price published.

FIVE COMPONENTS OF SELLING — THE SPINE OF THIS BOOK BCG measures the whole system on one ratio: gross profit per unit of sales cost SFE.01 TARGETING SFE.02 DEPLOYMENT SFE.03 EXECUTION SFE.04 ENGAGEMENT SFE.05 ENABLEMENT who to sell to who sells, and where how the hours are spent what happens in the room what holds it up segmentationmarket sizingprioritisation roles · territorychannel mixcoverage per account account planningprocess disciplinetime on task discovery · qualificationtouch qualityprice realisation training · toolscompensationmetrics WHERE EACH ONE IS INSTALLED IN THIS BOOK ch 03 positioning ch 05 shape · ch 06 department ch 08–10 the calls ch 01 ladder · ch 06 comp floor ch 02 adoption AND WHY IT HAS TO BE REINSTALLED left alone — effectiveness decays reinstalled — the sawtooth holds high low BCG’s own opening line: effectiveness decreases over time. Their observation, not a measured law — and the argument for installing.
Five components. Each fails differently, and each decays.Source: BCG, “Jump-Start Growth by Sharpening Sales Force Focus”, 2014 · territory finding: Zoltners & Sinha, Marketing Science 24(3), 2005 · mapping: MAVEN
See the engagements and what they cost →
Founder / General Manager by exception: discounts above 10% · deals above $50kwhen no Head of Revenue · owner-to-owner on request THE REVENUE DEPARTMENT · ONE ROOF · ONE NUMBER Head of Revenue grown from the Sales Manager seat DEMANDSALES TECHNICALGROWTH Marketing LeadSales Development RepAccount Executive Presales / Delivery LeadAccount Manager reports IN — not alongside sort · diagnose · close part of the department, not a favour renew · expand · refer ONE WATERFALL · ONE FORECAST · ONE SLA BOARD · ONE COACHING RHYTHM Sales versus marketing is not a rivalry to referee. It is a department that has not been built yet. MAVEN installs it, audits it quarterly, and hands it over.
The methodTwenty-eight chapters. Seventy frameworks.The canon a buyer meets in boardrooms, with credit printed and nothing rebadged. Issued as the client pack at engagement.
SEVEN CATEGORIES — AND RESULTS ALONE CARRIES 450 OF THE 1,000 POINTS ORGANISATIONAL PROFILE — THE CONTEXT EVERYTHING IS JUDGED AGAINST 1 · LEADERSHIP 2 · STRATEGY 3 · CUSTOMERS 5 · WORKFORCE 6 · OPERATIONS 7 · RESULTS 4 · MEASUREMENT, ANALYSIS AND KNOWLEDGE MANAGEMENT the framework calls this the brain centre — everything above rests on it THE SCORING RULE WORTH STEALING 450 — results 550 — the other six Nearly half the score is outcomes. You cannot win on process alone, however elegant the process is. Written into US law in 1987, and run by NIST — no single author. A sales system that scores well on rhythm and badly on results is scoring itself wrong.
The operatorTen years inside B2B tech revenue functions.The same person on the first call and on the day it is handed over.
FOUR COMPONENTS — AND THE ONE THAT CONVERTS THE OTHER THREE CONTENT TRAINING COACHING TECHNOLOGY the asset layer — what a repactually sends or shows skills, product, process,methodology owned by frontline managers —turns training into behaviour what makes the other threefindable and measurable All four aligned to the customer’s journey — not to the internal calendar, and not to whichever product marketing shipped last. WIN RATE RISES WITH ENABLEMENT MATURITY, NOT WITH ENABLEMENT SPEND random — enablement happens when someone remembers informal — a shared drive and good intentions formal — a defined charter, owned by someone dynamic — measured, adapted, tied to the journey CSO Insights, 2019, n=918 — win rates rose with every step up in maturity
OutcomesAnonymised by agreement. The numbers are not.37 outbound meetings a month, up from four. The mechanism is printed beside every figure.
Why installs stick

You cannot change behaviour directly.

Behaviour is an output. You can ask a team to qualify harder, run better discovery or update the CRM, and none of it survives the quarter — because the policies that produced the old behaviour are still in place underneath it.

So we change the five that actually govern it: what gets measured, what gets paid, what gets inspected, what gets documented, and who owns the decision. Certification is assessed on a recorded call and can be failed, because a standard nobody can fail is a slogan.

FIVE DESIGN POLICIES — THE ORG CHART IS ONLY ONE POINT OF THE STAR STRATEGY STRUCTURE PROCESSES REWARDS PEOPLE WHAT EACH ONE DECIDES IN A SALES ORG Strategythe ICP, the segments, the deal size you chase Structurecoverage shape, span of control, named accounts Processesstages, handoffs, forecast cadence, deal desk Rewardsquota, commission curve, accelerators, promotion Peoplewho you hire, how they ramp, what you coach The common failure: change Structure only. New boxes, old comp plan, old process. Nothing moves. You cannot manage behaviour directly. You can only change the policies that produce it — and a reorganisation touches one of five.
The next step

The method comes before the meeting.

The Applied Method runs to twenty-eight chapters and seventy frameworks, every source credited. Ask for the client pack and judge the thinking before you judge us.

Request the client pack