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// Solutions · Sales Automation
Deals are rarely lost to a competitor's feature — they are lost to a follow-up nobody made and a quote that took four days. Sales Automation puts the pipeline, quotations, approvals and follow-up on rails, and hands a won deal to delivery with the commitments intact.
Pipeline · this quarter
Weighted B$512K
Qualified
20%B$186K
Ministry · fleet portal
Hotel group · PMS link
Clinic chain · HRMS
Proposed
45%B$241K
Contractor · ERP rollout
Distributor · POS + WMS
Negotiation
70%B$118K
Bank · document workflow
No contact 14 days
Verbal
90%B$96K
Manufacturer · asset mgmt
Won
100%B$212K
Retail group · multi-store
Illustrative board · example data, not a client pipeline
Deals are rarely lost to a competitor. They are lost to the follow-up nobody made.
Which is why the automation here is aimed at the salesperson's next action, not at management reporting. Reporting is the by-product.
// What you get
Stage definitions with entry criteria, so "in negotiation" means the same thing to every salesperson and the forecast stops being a mood.
Leads arrive from the website, WhatsApp, email and walk-ins into one queue, deduplicated and scored against your qualification criteria before anyone spends a day on them.
Stages with explicit entry criteria and required fields, so a deal cannot sit at 90% for a quarter without anyone noticing what is missing.
Quotes generated from a maintained price book with discount authority enforced — margin-eroding deals go to whoever is actually allowed to approve them.
Task and reminder sequences triggered by stage, silence or quote age — so follow-up happens on a schedule rather than when someone remembers.
A closed deal becomes a project or an order with the scope, pricing and commitments carried across — not re-explained in a meeting a week later.
Conversion by stage, source and salesperson, plus win/loss reasons captured at closure so the pattern behind the losses becomes visible.
// What fires, and when
Each one is configurable and each one is switchable. We would rather turn three on properly than all six badly.
A lead arrives from any channel
Deduplicated, scored against qualification criteria and assigned to an owner within the hour.
A deal enters a new stage
The stage checklist is created and the required fields must be filled before it can advance again.
A quote passes its discount threshold
Routed to whoever actually holds that discount authority, with the margin shown at the point of decision.
Nothing is logged for N days
A follow-up task appears for the owner, then escalates to their manager if the silence continues.
A quote nears expiry
The customer gets a reminder and the salesperson gets a task — before the price has to be re-approved.
A deal is marked won
A project or order is created carrying the scope, pricing and commitments, and delivery is notified.
// The handover test
A won deal should arrive in delivery with the same scope and pricing the customer agreed to. If your project managers still start with "what did we actually promise them?", the pipeline is not the problem — the handover is.
See how fulfilment picks it up// How we get there
Automation on top of vague stages produces confident nonsense. We agree what each stage means before anything gets triggered by it.
Agree the stages, entry criteria, qualification rules, discount authority and what a won deal must contain before delivery accepts it.
Build the pipeline, price book, quotation templates, approval limits and follow-up sequences, and connect the capture channels.
Bring across open deals and customer records, deduplicate them, and reconcile the resulting pipeline value with your own numbers.
Train the team on the new discipline, watch adoption in the first cycles, and tune the triggers that fire too often or not at all.
// FAQ
Adoption fails when the system takes more than it gives. We front-load the parts that save the salesperson time — quote generation, follow-up reminders, account summaries — so the data entry they do is the data entry that produces their own next action.
Yes, and they usually need different treatment. Long-cycle project sales get stage discipline and quotation control; repeat trade orders get fast re-order paths and credit checks instead. Both run on the same customer record.
No. Each solution is a configured slice of the same platform, so you can start with one department and add another later without a migration or a second integration to maintain. What you do get from the start is one data fabric underneath — so when the second solution arrives it already recognises your people, approvals and records.
Yes. Most engagements leave existing line-of-business systems in place and integrate with them through APIs, scheduled syncs or event feeds. Where an existing system is genuinely the blocker we will say so, and that becomes an Application Modernization conversation rather than something we quietly work around.
// Get started
Bring us last year's closed-lost list. The pattern in it usually points straight at which part of the cycle to automate first.
// Pairs well with
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