Sales Performance – Case Study

An interior design firm relied heavily on the owner to drive sales. A full-time salesperson had been hired to relieve that pressure, but after two years, performance remained low, and the owner was still responsible for most of the company’s revenue.

he salesperson had closed less than $500,000 in two years — far below expectations.
The owner remained the primary revenue driver, preventing the business from scaling.
The working relationship was on the verge of ending due to continued underperformance.
Opportunities were abundant, but they rarely materialized into actual sales.
The owner had no visibility into the salesperson’s daily efforts, creating mistrust and tension.

he salesperson had closed less than $500,000 in two years — far below expectations.
The owner remained the primary revenue driver, preventing the business from scaling.
The working relationship was on the verge of ending due to continued underperformance.
Opportunities were abundant, but they rarely materialized into actual sales.
The owner had no visibility into the salesperson’s daily efforts, creating mistrust and tension.

Direct conversations revealed that the issue wasn’t just about skill — it was about mindset, lack of structure, and absence of accountability.
The salesperson was operating without clear expectations, performance tracking, or support systems.
Financial stress and low confidence were interfering with consistency, motivation, and follow-through.
The owner had no visibility into the salesperson’s day-to-day activity, making it impossible to support or intervene meaningfully.
The commission-only compensation structure created instability, undermining both commitment and focus.

Direct conversations revealed that the issue wasn’t just about skill — it was about mindset, lack of structure, and absence of accountability.
The salesperson was operating without clear expectations, performance tracking, or support systems.
Financial stress and low confidence were interfering with consistency, motivation, and follow-through.
The owner had no visibility into the salesperson’s day-to-day activity, making it impossible to support or intervene meaningfully.
The commission-only compensation structure created instability, undermining both commitment and focus.

Redesigned the compensation plan to reduce financial pressure and promote long-term commitment.
Introduced a structured accountability system to track daily efforts and progress.
Delivered targeted coaching to build confidence, develop sales skills, and establish a consistent rhythm.
Created a customized sales process that aligned with the company’s offering and the salesperson’s strengths.
Provided emotional and strategic support to reinforce mindset, motivation, and follow-through.

Redesigned the compensation plan to reduce financial pressure and promote long-term commitment.
Introduced a structured accountability system to track daily efforts and progress.
Delivered targeted coaching to build confidence, develop sales skills, and establish a consistent rhythm.
Created a customized sales process that aligned with the company’s offering and the salesperson’s strengths.
Provided emotional and strategic support to reinforce mindset, motivation, and follow-through.

Transitioned the salesperson to a base-plus-commission model to provide financial stability.
Set up daily check-ins and weekly performance summaries to track activity and progress.
Held weekly coaching sessions focused on refining sales techniques, managing mindset, and building consistency.
Introduced CRM tracking tools and a visual pipeline to support follow-up and accountability.
Regularly reviewed performance metrics with the owner to ensure alignment and momentum.

IMPLEMENTATION

Transitioned the salesperson to a base-plus-commission model to provide financial stability.
Set up daily check-ins and weekly performance summaries to track activity and progress.
Held weekly coaching sessions focused on refining sales techniques, managing mindset, and building consistency.
Introduced CRM tracking tools and a visual pipeline to support follow-up and accountability.
Regularly reviewed performance metrics with the owner to ensure alignment and momentum.

The salesperson’s annual sales jumped from under $250K/year to $2 million, becoming the top producer at the company.
The owner was able to reduce personal sales involvement by 50%, freeing time to focus on growth and operations.
Total company revenue grew from $2 million to $3 million annually.
Sales consistency improved dramatically, with stronger lead follow-up and better client conversion.
The improved structure set the foundation for future sales team expansion and long-term scalability.

The salesperson’s annual sales jumped from under $250K/year to $2 million, becoming the top producer at the company.
The owner was able to reduce personal sales involvement by 50%, freeing time to focus on growth and operations.
Total company revenue grew from $2 million to $3 million annually.
Sales consistency improved dramatically, with stronger lead follow-up and better client conversion.
The improved structure set the foundation for future sales team expansion and long-term scalability.