Sales Organisation Restructure for a B2B Product Launch

The VP of Sales had built a strong team around the legacy product, fast closers, good on the phone, comfortable with short cycles. The new enterprise product required something completely different: six-month cycles, procurement committees, legal reviews, solutions demonstrations. The team kept defaulting to the techniques that had worked before. Three enterprise conversations over six months had died in the legal review stage, which is a polite way of saying they had stalled and everyone had stopped calling back.

We designed a new structure: dedicated enterprise hunters assessed on pipeline quality rather than call volume; a solutions consulting layer that could handle technical validation without pulling in the product team on every call; and a customer success function, which the company hadn't had before, to protect accounts once they landed. Compensation was rebuilt from scratch, enterprise salespeople on 12-month cycles need a different incentive structure than SMB closers on 30-day cycles. A 90-day enterprise sales playbook was written for the new motion, covering everything from first meeting to procurement committee navigation.