Revenue Operations
EmphoraSoft
Giving the revenue team a way to run the work.
EmphoraSoft already had customers and an active sales team. What was missing was a consistent way to decide who to pursue, run opportunities, measure the pipeline, and manage the team.
What Was Happening
The team was active, but there were no established SOPs, no consistent method for selecting target accounts, limited visibility into effort and outcomes, and no clearly defined KPIs or OKRs.
Customers had been won, but the decisions behind those wins were still difficult to carry across the rest of the sales organisation.
Where the Gaps Connected
Targeting affected outreach. Outreach affected what entered the pipeline. Follow-up and ownership affected whether those opportunities moved. CRM usage affected what leadership could see and forecast.
Those decisions were being handled in different parts of the team, so improving one of them in isolation would still leave gaps elsewhere.
What Was Put in Place
The work covered ICP and target personas, outreach, follow-up rules, messaging, channels, team structure, SDR and AE responsibilities, CRM usage, sourcing tools, pipeline presentation, healthy pipeline measures, projections, and alternate revenue channels.
AccelForge also worked with the SDR and AE organisation on how the system should be used in day-to-day selling, while leadership gained a clearer set of measures for reviewing the commercial organisation.
What Changed for the Team
The team had clearer ownership around prospecting, opportunities, follow-up, CRM usage, and pipeline management. Leadership had a more consistent way to see the work and review what was happening across the revenue organisation.
The practical change was that fewer parts of the sales motion had to be reconstructed from individual judgment each time. The team had an agreed way to run more of the work.