Strengthen customer work
Prepare discovery, a business case or a selected customer response. Examine the buying decision, organise the evidence and rehearse the questions different stakeholders may ask.
Employer-funded sales and AI coaching
Work on what matters. Build capability that lasts.
Work directly with me in guided remote sessions around your business priorities and the participant's development. We agree the scope together, then practise how to ask, challenge and adapt with AI. The aim is stronger commercial work now and an approach the person can keep developing.
For individuals within businesses, multiple hires and teams. We agree the format, materials and review approach around your needs in a proposal.
Build on the experience your sellers already have.
Start with the commercial priorities and where the participant needs more depth, confidence grounded in practice or a more effective way of working.
Develop selling skills
Practise discovery, qualification judgement or explaining value using suitable historical or fictional scenarios. Change the evidence or the audience and review how the participant adapts. A live deal is optional.
Improve internal commercial work
Bring an account review, approval request or handover. Clarify the facts, flag uncertainty and make the decision or next action easier to understand using a routine the participant can reuse.
Give your new hires a way to prepare, practise and progress.
Hiring is a commitment before you know how someone will perform in your business. Alongside your product and process onboarding, coaching can provide a structured place to practise the commercial work they will need to do.
We agree the priorities with you and the participant: preparing for customer conversations, testing a buying case, understanding stakeholder perspectives or producing useful account information. AI can help ask questions, rehearse situations and challenge first attempts; I guide the work and give feedback.
Set a useful milestone
Agree what the hire should be able to do, with what support and to what standard. A useful milestone might be preparing an evidence-grounded account review and explaining the next customer conversation.
Practise the work before it counts
Use suitable scenarios and approved material to prepare, try an approach and receive focused feedback. Change the customer, evidence or constraint so the participant learns to adapt rather than repeat a script.
Review a fresh attempt
Examine work completed without my live guidance, record the assistance used and identify the next practice. Review progress against the agreed milestone rather than relying on confidence alone.
Your team leads product knowledge, internal processes, customer access and day-to-day management. I coach the agreed commercial work and AI method alongside that onboarding.
Make the support and the progress visible while the new hire builds experience.
Guided practice, then a fresh attempt.
As an example of individual coaching, four sessions over four to six weeks can last 60, 90, 60 and 60 minutes. For multiple hires or teams, we agree the format, timing, preparation, materials and review in the proposal before commitment.
Agree the priorities
Review the participant's starting attempt, agree a practical focus and set up an approved project with appropriate resources.
Work and practise together
I guide the approach and give feedback. AI can ask questions, organise material and help the participant practise; we check what it produces.
Change the situation
We vary the evidence, audience or constraints. The participant practises deciding what still holds and what needs a different answer.
Review independent use
Between sessions, the participant completes a fresh attempt without my live guidance. Approved AI can still assist. We review the work, record gaps and agree the next practice.
Where a separate scope and outcome alignment conversation is needed, we propose 30 minutes. We agree with the participant what progress information the employer receives before starting. Personal reflections are not automatically shared.
The method stays with the participant.
These are examples of retained materials for individual coaching. We agree the resources and review arrangements for multiple hires or teams in the proposal.
Your approved project
A tailored project in an approved Claude or ChatGPT account, portable instructions and a record of the resources used.
Editable working materials
An editable workbook, the agreed work sample or practice record, feedback and guidance for updating and reusing the approach.
An independent-use review
A fresh attempt shows what the participant can direct without my live guidance. We record other assistance, remaining gaps and the next practice. We examine evidence handling, question quality and reasons for the next action, alongside confidence.
Useful progress, and work worth continuing.
Review the quality of the work, the participant's ability to adapt the approach and the support still needed. For a new hire, use the proficiency milestone you agreed. For an experienced seller, test the approach on a fresh commercial situation.
Enjoyment belongs in the review too. Ask whether the routine feels useful, manageable and worth using again. A stronger way of working should help the person engage with the work, not simply generate more of it.
Support people. Carry useful methods forward.
Make room for development, focused feedback and a working approach the participant wants to keep using. Discuss what helps them do good work and where support is still missing.
Keep agreed working methods, review criteria and appropriate handover notes in employer-approved materials, with the participant's sharing boundaries respected. That gives later work something useful to build on when responsibilities change.
If someone left, which knowledge and routines would be difficult to recover, and what support and documentation would strengthen continuity now?
What does useful capacity mean against the cost of a seller?
A £50,000 salary is only part of an employer’s recurring commitment. Here is an illustrative annual cost for one UK business development manager, followed by a separate way to value capacity. Replace the assumptions with your own costs before using it for a decision.
One role. Salary, employer costs and tools shown separately.
| Item | Annual amount | Basis |
|---|---|---|
| Base salary | £50,000.00 | Illustrative assumption; excludes commission and bonuses |
| Employer National Insurance | £6,750.00 | 15% of salary above £5,000, before Employment Allowance or other relief |
| Employer pension | £1,312.80 | 3% of qualifying earnings above £6,240 on this £50,000 salary |
| Recurring employment-cost subtotal | £58,062.80 | Salary plus the NI and pension shown |
| Role tools | £1,200.00 | Assumed £100/month, net of recoverable VAT; replace with actual spend |
| Illustrative recurring role cost | £59,262.80 | Employment-cost subtotal plus the tools shown |
UK tax year 2026/27. Standard category A NI; a full-year employee aged 22 to under State Pension age, enrolled in a qualifying-earnings pension at the minimum employer rate. No salary sacrifice, NI relief or Employment Allowance offset is applied. Annualised illustration; payroll-period rounding may differ.
This is a stated cost model, not every employer’s total. Commission, bonuses, additional benefits, equipment, allocated overhead and any Apprenticeship Levy liability are excluded, not assumed to be zero. Paid leave is already within salary; do not add it again. Recruitment, onboarding and ramp are separate from these recurring costs.
Statutory inputs: HMRC and The Pensions Regulator, 2026/27. Salary and tool spend: illustrative assumptions. Employment Allowance or relief may reduce the NI actually payable; pension scheme rules may require more.
£15,000 in gross salary-equivalent capacity. Under a stated scenario.
Assume 60% of working time is nonselling and a 50% reduction in the time required across that work:
£50,000 × 60% × 50% = £15,000 a year.
This values capacity at base salary only. The 50% reduction is hypothetical and unproven; it does not follow from the 60% benchmark. Nonselling includes important work such as prospecting, not just administration. The figure is before additional practice, checking and rework, and says nothing about how much time could actually be redeployed. It is not a payroll saving or a measured coaching return.
At the same salary and nonselling share, hypothetical reductions of 10%, 25% and 50% produce £3,000, £7,500 and £15,000 respectively. These are sensitivity settings, not forecasts.
The employer-cost table shows the commitment behind the role; it is not another benefit to add to the capacity figure. Tools do not become a saving because a task takes less time. If released capacity produces additional sales, assess the incremental contribution rather than counting both the contribution and the value of the same time.
Nonselling benchmark: Salesforce, State of Sales 2026. Salary, work allocation for this role and reductions: scenario inputs, not results observed in this coaching.
Build the case around work that can actually change.
Identify the tasks, establish a starting point and include preparation, practice, review and any manager time once. Measure the usable capacity left after checking, and decide what worthwhile work it would support. Review quality and the participant’s ability to use the method again alongside the financial case.
For a new hire, keep recruitment and the path to useful contribution separate. Use your own baseline and credit the work they already deliver during ramp. A possible replacement cost is exposure, not an automatic coaching saving.
Sources and assumptions
Salesforce’s State of Sales 2026 reports 60% nonselling time for the average sales-rep week. Its survey ran in August–September 2025 across 4,050 sales professionals in 22 countries, including 1,032 sales reps. That context is not a measurement of this example BDM’s week and does not show that half of nonselling work can be removed.
The employment-cost example uses HMRC’s 2026/27 standard employer NI rate and threshold, and the qualifying-earnings pension basis published by The Pensions Regulator with the minimum employer contribution described by GOV.UK. Actual liability depends on payroll, eligibility, relief and scheme rules. Use your own finance-approved inputs.
Make the case around the hire, not just the salary.
Recruitment commits money and management attention before a new seller is fully effective. Set out the work they need to become capable of doing, the support already available and the part coaching could usefully play.
What you invest in the start
Record recruitment and selection, any temporary cover, product and process onboarding, manager support and the proposed coaching. Keep recurring employment costs separate from one-off hiring costs.
Useful contribution during ramp
A new hire can contribute while still learning. Compare realistic month-by-month contribution and work quality rather than treating the whole ramp period as zero output.
A milestone you can review
Define useful performance, the assistance available and how you will assess it. Review what the participant can prepare, explain and adapt, not simply how long they have been in the role.
Consider retention and replacement exposure
Supporting an established seller deserves attention alongside recruiting the next one. Consider the development and day-to-day support your people need, the useful methods you want to preserve and the disruption a departure would create.
If you are assessing replacement exposure, use your own recruitment, cover, manager-support and ramp costs, crediting useful contribution during the transition. Keep that exposure separate from the coaching return: it becomes an avoided-cost benefit only where an attributable reduction in departures is supported. Count overlapping ramp and replacement costs once.
The opportunity is to support earlier useful work and make development needs clearer while you build experience together.
Evaluate any improvement against your own hiring and onboarding baseline. Earlier assisted performance, independent proficiency and quota attainment are different outcomes.
Agree the work and how we will review progress.
We agree the scope, tools, appropriate information, preparation and investment before commitment. Employer and customer materials need the relevant permission.
Completion covers the agreed guidance, materials and reviews. We assess progress through the work; practice does not guarantee a won deal or a particular level of proficiency.
The engagement does not include unlimited coaching, ownership of a bid or account, methodology certification, systems implementation, or legal, financial or security assurance. Any wider work has its own scope.