Client Stories
Testimonials and case notes from B2B sales teams who have worked with Laurel Way Consulting Group on pipeline process and deal review discipline.
What clients say
"We had twelve CRM stages and reps used maybe four of them consistently. Margaret's audit cut us to six stages with clear entry criteria. Forecast accuracy improved within two quarters — not because reps got better at guessing, but because 'commit' actually meant something."— James Whitfield, Sales Director, commercial HVAC supplier, Brisbane
"The pipeline review session was uncomfortable in the best way. Three deals we had in commit got flagged as unqualified. We lost one of them, which hurt, but the other two we saved by acting earlier. Worth every dollar, though I wish we had done it in Q1 instead of Q3."— Anita Kowalski, Regional Manager, workplace safety equipment, Perth
"Daniel coached our two team leads for three months. Our deal reviews went from 45-minute status round-robins to 30-minute decision meetings. One lead took to it faster than the other — Fiona was honest about that and adjusted the coaching pace."— Tom Hughes, GM Commercial, business insurance brokerage, Adelaide
"Solid work on qualification criteria for our enterprise segment. The document was thorough and the workshop was well-facilitated. Implementation took longer than we hoped because our CRM admin was backlogged — that was on us, not Laurel Way."— Rachel Osei, Head of Revenue, managed IT services, Sydney
Extended case note: National packaging distributor
Challenge: A 28-rep field sales team selling to food manufacturers had win rates below industry average. Deals sat in “proposal sent” for an average of 47 days. Leadership suspected pricing but suspected process gaps too.
Engagement: Full Sales Process Audit over four weeks, including on-site workshops in Sydney and Melbourne.
What we found: Reps were skipping a technical qualification step because the checklist lived in a shared drive nobody opened. “Proposal sent” was being used for both initial quotes and final contract negotiations — making pipeline weighting meaningless.
Outcome: Revised six-stage pipeline with mandatory technical sign-off before proposal. Average days-in-stage for late pipeline dropped from 47 to 31 over two quarters. Win rate on qualified opportunities rose from 22% to 29%.
Client reflection: “The audit did not give us a magic answer. It gave us a shared language. That sounds simple but it took four weeks of structured work to get there.” — VP Sales