How to build a Scalable Sales System for 2026

So I hope you've had a great Christmas New year break and you've come back into the new year thinking.

Right.

So one of the reasons.

Oh, one of the things I wanted to kick off this year on the podcast with is first just to say a big thanks to those that continue to listen.

I'm going to do a lot more.

We're going to do more interviews, a lot more guests.

Got some fantastic guests coming up.

I've got a guest which I'm going to call a Sales deal that Saves a Century.

Coming up in the next few weeks, an interview with some people that have done incred things.

We're going to talk through those as well.

I want to build what, what we want to do and I want to be able to help you develop and grow that.

And by the way, I should say the same.

I'm doing the same thing myself in my own business.

So I'm doing the same thing in, in our own company, both in my business, we'll call sales growth partners, which is where we help organizations grow and drive their revenue with sales and marketing, integrated sales and marketing, but also in my outsourcing, business growth resourcing.

So for sales and marketing and customer service people.

So I'm doing the same things, I'm using the same platforms as I am in those businesses is what I'm sharing with you.

And the starting point of this is obviously you've got a defined product or service that you sell and you know what that is and what that looks like.

So obviously, if you haven't got that defined, then the first step is to get that clearly defined, what it is you sell, what it is you offer.

And obviously you've got pricing in place for that.

You know that it's something that others have hopefully bough and have purchased from you.

And you've got some evidence that it's worked for them.

So we're assuming that you've got those things in place.

But then people will say to me, but, James, I want to grow, I want to build, I want to develop this more.

So before we start into that, let me give you a couple of other things I wanted to start and mention at the start.

The first thing that I encourage people to do when they're looking at how they want to scale and grow is firstly, look at what you're doing right now and be honest with yourself and see what works and what doesn't work.

So, you know, the best way to do this is to get a pad of paper and to literally write down on that pad of paper, go and get it from any shops and literally write down what we're good at, what we're not good at, and write down those elements and focus on being able to see what it is you're currently really good at doing what you don't do right now very well.

Because one of the things of, you know, moving, especially as we get into the new year, everyone starts afresh and starts to get into different ways of doing things, but they sometimes look always the, oh, the grass is always greener over there, but they forget what they're really good at doing at the moment.

And for example, I know in my own business, one of the things that I'm really, really good at doing is qualifying and closing.

Okay, I'm very good at.

We're very good at being able to ask the right questions to know if someone's a good fit for us and then if they are to be able to then move them through the funnel and give them the support they.

Where we might want to do a bit better at is in where we generate our leads through lead magnets, for example, is an area where we're trying to do well, but we want to do more on.

So firstly, write down the areas where you're good at the moment, but where you've got some learnings to do.

Let's make sure that we feed those elements of what you're good at into your plans for next year.

Well, that's okay, but have you started the prospecting process now?

Because if you haven't started the prospecting process now, then the reality is to try and double your business overnight.

It might be a challenge.

So just have some, some ideas on what's realistic.

And, and if you're not sure, by the way, reach out.

One of the things I'll share at the end is, you know, you've got, anyone can reach out to me at any stage during, during the process and share with me.

You know, if you really want me, you know, to, to actually give you an honest, independent assessment.

I want money for it, you know, but, but if you want to give, give me, here's our business plan for next year.

I'll happily look at it and go, okay, I think it's unrealistic or I think it's doable.

I remember talking to two of my customers last year about what they wanted to achieve.

And I looked at them, I said to them, okay, I think what you're looking for is a little bit unrealistic because you' that before.

So why is it that you're suddenly going to be get to that place now?

So firstly try, try and have some realistic expectations.

And a great way to start that is by looking at where your market is growing.

So people say, I want to double my revenue, which would meet equal, you know, 50%, sometimes even 100% growth.

And I said to them, okay, what's your market growing at?

And they'll say, well, my market's growing at 15%.

Okay, so your market's growing at 15% but you want to grow at 50.

There's a discrepancy here.

Why is that?

So try and have a little look at what your market's doing or be able to have a little look the industry and people around you are doing.

If, if not in your marketplace, but similar sized businesses, what are similar sized businesses doing?

And that's not to say I'm trying to defeat your, your scaling ambitions.

I'm just trying to make them realistic.

I'm a big believer in aiming high and if you aim high, you know the great same aim for an eagle, hit a weasel.

Aim for a weasel, hit a rock.

So I'm a big believer if you aim for the eagle, then you may not Hit the top sights of it, but you'll hit the next level there.

Whereas if you aim too low, you'll hit too low underneath that.

But it's also important to have realistic expectations.

And in results can take time.

We've been working again with an organization for about six months now, and the MD after three or four months was a little bit, was a little bit Cage about a few things.

He was saying, oh, is it starting to work?

The results then started to come through and he was like, yeah, I just needed to hold my nerve.

And I was exactly that.

You just need to hold your nerve.

So just, just have some expectations on what's realistic.

And the third thing I'm going to tell you to do, which you might think is, is a bit strange, is to avoid the temptation to make everything that you do AI specific.

But there's a temptation to make everything that you do for scalability all related to AI.

And I just really encourage you to just think about that a little bit more and just to make sure that it's not going to become the everything for you.

And this depends on what you sell as well.

If you sell, if you're selling transactional products, E commerce products, you know, products that are lower value, let's call it under, I would even say under £500, then pretty much you probably can make that, that process automatic.

And a lot of things AI can do for you, you could even make AI do a lot of the AI customer service elements.

You probably don't need salespeople to help you in that process and that engagement.

If I think about things I've bought quite recently, so for example, I bought a cold dip pool that was just under £200, did it all automatically, didn't even think about talking to a salesperson.

If that figure, that product had been £1,000, I would have been a bit more, okay, I'm going to need to think about this, or do I want to have a conversation with someone around how it works or how it operates?

So it is common realities that the higher the figure, the more people want to have a conversation with a human being.

So if you sell a service that's a higher value, then just be prepared for that.

So the best advice I can give to you is use Cai as a sous chef if you go to a kitchen, the main chef that's, you know, that's putting the food out isn't the one doing all of the cutting of the, of the carrots and the onions and whatever else.

They're getting other people to help them do that, the sous chefs, but they make sure that the end product comes out, looks fantastic.

And that's how I see AI operating.

It's to do all those prep work, work elements for you and to do the things that you can.

It can help you do things and get things prepared.

But the engagement then needs to be done by someone that's got more skills, in my opinion.

So just avoid the temptation to make it AI specific.

So what does that success look like for you in the year?

And the best way to start this is to, to get some clarity on the numbers of what, what that looks like for you and where you want to get to and how that can work.

And again, there's a sheet that I can put into as a download here of how to hit your target sheets sheet I created a number of years ago based upon, and it's a simple equation a lot of the time.

So let's take an example.

You want to scale your business.

Let's say you want to add, unless I'll give you my example, I want to add £200,000 of revenue to our business in the next year.

So what I do when I look at that is I, I do a couple of things firstly.

So what I firstly look to do is to say, okay, what's the average value of a client to me and in my business?

And, and you know, share some.

Don't want to share this, you know, don't want to share this details just to make it focused about me.

But we work with companies on a monthly basis to deliver sales and marketing services for them.

And that can range from sort of 4k up to 12 and a half, 13k per month, but the average tends to be about 6 or 7.

And we will do things for them, we'll generate them the leads and close those deals to bring business in for them.

So the average value of a customer for me can sometimes be 6, 50 to 60,000 pounds a year.

So if I want to grow my revenue by £200,000, that A assumes I'm going to keep my existing customers.

But B, it then means I'm going to bring on board, let's say, four to five of those existing customers.

So first I'll look at and say, okay, I've got to bring on board four or five customers.

But what I've also then got to do is to take into account, well, how long's the sales cycle for those customers, how many, what's the stages in the process?

Because as much as I'd like everyone I talk to to become a customer, it's not going to happen.

So the reality is, if I need five, if you like, at the bottom part of the funnel, I probably need, and I've got, let's say, three or four stages in my sales process, I probably need 150, 200 people at the top of the funnel that I'm engaging with in order to get the four or five at the bottom.

So just be really clear about your metrics that you're looking to try and achieve.

And again, it's worth doing that, planning to check, not over over plan, but it's worth doing that planning to check that the numbers can stack up.

Because again, a lot of people will say to me they want to scale and they want to hit numbers at the bottom.

And I'm saying, okay, in order to be able to do that, you will need, let's say if you need, you know, you want, you know, to grow by, you know, grow by five times as much, you're going to need probably at the top of the funnel.

So the people that are leads you're going to need probably 10, 20, 30 times that amount.

Which means you've got to be exposing your, you know, your business to literally hundreds and hundreds of different types of companies through digital marketing, through, you know, pay per clip marketing, through content awareness, you're going to have to engage at a higher level to get that many leads through the pipeline.

We don't convert everyone we speak to.

The average conversion rates of, of people from the top of the funnel are five to six.

And even if you can get it up to 10%, which is incredible, you're only converting one in every 10 people you engage with.

So just be aware that you've got to be aware of the metrics to drive success.

And therefore sometimes to get that type of reach at the top, you're going to need to invest significantly or you're going to need to put the right people in place to ensure that the activities in place to ensure that those things happen.

So sorry to interrupt the podcast, but if you've got a sales issue at the moment that's really hacking you off.

Challenge me, I'll help you solve it.

Reach out to me.

Drop an email at hello Amesworth Business and I will help you solve your sales challenge.

There's not one I don't think I can't handle.

There's no sales issue that I can't resolve.

I've seen them all over my career.

I want to help you solve yours.

So reach out to me.

Let's make sure we handle your sales challenges and fix them so you can get back to smiling again.

Now back to the podcast.

So really just be aware of the metrics that you've got.

Go top to bottom and think about that sales process.

Sales is a journey.

It is a process invariably in every business.

And I'll give you any example in my business, in my business, there's a lot of content that we will do and a lot of awareness through the podcast, through, through some lead magnets that we've got.

People then come in and have a conversation with us.

We then have a conversation.

Once we then have a conversation, we then go to what we call a secondary conversation.

We'll then go to generally go to what we call a discovery audit with them.

And then from the discovery audit from them, we then go to a customer or not.

And our conversion rate from discovery order to customer is pretty high.

But the people that we go from lead magnet and conversation to discovery audit isn't as high because that's the nature of the process.

We have a, we have a process to work through.

So really look at that, that outline and if you haven't got clarity in what that looks like or you think, oh, I can just convert them from top to bottom, then talk to them.

Reach out to me how?

Just be aware that the process, sales is a process and a journey and people go on that journey and you've got to go on that journey with them.

And if you don't, you are going to fail or you're gonna, you're gonna, you're gonna get lots of stuff coming through and you're gonna wonder where it fails would be if there's no consistency in that approach and there's no consistency in what you're doing in different parts of the process, then you're never gonna see where you've got the failings, which is what you need to be able to scale.

The, the key part of scaling is to work out where in the process you've got challenges and gaps so that you can then work to scale more.

So a good example of that is, if you've got, let's say, five stages in a process.

If you identifying that you're struggling to convert people between stages two and three.

In order to be able to scale, you don't necessarily need more numbers at the top, you just need to fix the problem between numbers two and three.

And that can sometimes be qualification.

It can sometimes be the way those sales calls run.

It can sometimes be the, the way in which the people that run those calls don't have certain skills.

It can be certain type of, you know, qualification questions you're asking.

There can be a number of reasons as to why that, that, that and that happens again, bring someone in, have, have a conversation as to why you're, you're missing certain stages in the process.

But the key thing is you need to be able to know those metrics and you need to be able to record them.

So the first thing I can say to you is if you know the number that you need is at the bottom is, is 10 times work backwards so that you can identify what you need at the top and how many people you.

And a good rule of thumb is, is a quarter, a quarter of people each stage in the process move to the next stage.

It's not always the case at the, the top end.

It can sometimes be higher at the bottom end, like I say.

Or if you really want to be, you know, clever about it, go a third.

Yeah, a third.

If I have a, if I need, if I need five customers at the bottom, then I need 15 that I'm doing proposals with and I need 45 that I'm doing discovery calls with.

So you use a third as a metric and use that as a starting point because if you, if you deliver over and above that, great, you've grown even more.

But invariably a third is a good metric to use.

So really be key about your metrics to measure success.

The next key thing that I'm going to say to you that you need to be able to do when it comes to building a scalable system is to ensure that you document that process and document what should happen at each stage in the process.

One of the key mistakes that I see so many businesses make is that they, they wing their sales journey and their sales operations and their sales structure.

And there is no consistency in the way in which things are done.

Now, I understand salespeople are a bit maverick.

They don't always work to a commonality and a common theme.

But one of the key things that you have to have is some, is some, is some consistency in the way in which people are approaching certain calls.

So you ever, if you ever listen to, for example, look at call centers.

And it's a frustration sometimes because call centers, every one of them has the same script, and they all sometimes sound scripted in doing it.

But the reason it's done that way is because if you've got a hundred people in a room, you can't have everyone doing their own thing.

They need to follow a structure.

And what they will then do is listen and measure that structure to see if that's working and then adjust it in the script afterwards.

So the key thing to remember is that you need to create a blueprint that outlines the current sales journey.

And one of the big pieces of work that we do in a lot of our work with customers is to go in and actually say, right, let me look at the current sales success.

When, when I say a successful sale has happened from top to bottom.

Talk me through the journey.

What's the questions that have been asked?

What's the process?

How's the proposal template look like?

What's the demonstration questions?

I go through that whole journey and I then ask, and that's sometimes done with the MD or the senior salespeople.

And I'll sometimes say, right, let's document that.

Let's make sure we document that so we know exactly what happening right now.

Because if it's working and it's going well, but we want to continue to do more of it, great.

We need to write it down in a document and then make sure that when we bring new people in, they can follow that process.

But if it's, you know, if it's not documented and it's all left at, oh, we'll get on with it or get it done whenever we can, it then ends.

Tends to turn, to turn, to turn to.

So documenting that process and documenting in what we call a playbook or a blueprint is so, so important.

And if you don't have that in place, and this isn't a blueprint that just be static and, and, and sit on the shelves.

It should be something that should evolve and it should be part of the comm.

You know, the conversations that you're having with your team to literally ensure that we've, you know, you might have a series of questions that you're going to use in, in the conversations at Discovery Phase, and you might try that for a period of, let's say, a month.

And you might then decide after that month we need to adjust some of these questions because they're our conversion rate is only 18% and we want to get that up to 20%, for example.

So we might adjust something in a certain way, but being able to know what's being said at each stage.

Process is the critical part to scaling and it enables you to do what is common as marginal gain theory, which is to improve those percentages to get to that next stage.

So we're working with an organization at the moment and we've been able to identify through some of the work we do, we generate some leads and some sales conversions at the bottom of the funnel.

But we've been able to identify in three of those stages.

We think there's some other things that can be done that can actually encourage them to go from, let's think it's nine they get from nine people to the next stage.

We've said if we can adjust that to make it to be a 10 or 11 or even 12 and we get three people at the next stage here, that means that those three people mean we get an extra one person at the bottom, which gives us the net result.

So it's making sure that you're able to know those differences and those margins are the key.

So, so metrics are really critical in, in building in scalable sales systems.

If you don't have them, they're just, it's.

You're not going to be able to, to do what you want.

You don't know who's doing what where in that organization, you're also going to face a real struggle.

So again, we don't want robots.

That's where again, AI can come in and do its thing.

But we do want to know that people are doing things in a consistent way so that they can make sure that if they are struggling, we can then say, okay, you follow and you know, they're following the process.

And again, when I've gone into organizations and looked at their sales team and seen where there are some challenges, invariably it's caused between, caused by the salesperson not following the process.

I remember once talking to a franchise owner and of a very large franchise makes great sandwiches.

Let's just say that.

And he, he owned the franchise for, for that, for that, for that brand.

And he always used to, you know, comment and talk about how there were so many people who come into the franchise and then try and do things differently to what the franchisees had said.

And he was like, it's madness.

They've proved the model, they've proved what they do works.

And what, why do people want to try and do it differently?

It's because they don't.

They think they've got this independence and therefore they follow their own path.

And that doesn't work.

If you follow a franchise model, if you're a McDonald's franchise or a, you know, a Subway franchise, whatever it is that you're doing, you follow the process.

That's what works.

That's what they've proven that makes money doing it.

Outside of that.

Yeah, you probably can't do that for the first few years at all or not the right thing to do.

So follow the process and make sure everyone's engaging with that.

That.

So a couple of the things to think about when it comes to building get, you know, the system that you want.

The first is, is the data and the profile and the prospect of the people you want to target.

So if you've got a very large number, you need to be really clear on what that looks like.

And again, in some cases, you know, as you want to scale and grow, sure that can grow as, as a result of it, but I would still encourage you to be a bit more specific with a few specific audiences to start with with.

So I'm going, I'm working with an IT company at the moment and we've talked around, you know, the types of organizations that they're working with and we started working with them, talking about professional services.

So working with solicitors and accountants and IFAs those type of people and people in the recruitment space.

So we want to really dig into recruitment because we feel that recruitment's got a huge opportunity and potential for them for can do.

So we're, we've got a specific audience that we're trying to engage with and again, that helps you because if you then to be specific, you're able to adjust your materials to be a bit more specific to the audience.

We.

There's a word I always use in sales that works relevant people are people engage with stuff that's relevant to them.

So we think there's some messages and some, some elements we can take to, to that audience to, to make it really work for them.

So just be clear about your data and your profile of the prospect you want to target and that should start from where you've had most of your success.

If you want to scale, you want the success you've already made and built.

If you've had success in a, in a certain industry, then, then Focus on that.

Start with, see if there's other areas and other people that you can work with in, in that, in that respect is where you're good and accept that that's where you're going to build the critical mass to start with.

And again, data is one of those things that a lot of companies don't have or they don't have this, they have this, oh, I'll start with anyone and everything.

That's a method for failure and it's not going to get you to a position where you can really scale and grow in the next year.

Here the next point around scalable sales systems is you need to focus on having two different types of campaigns in place.

One of is an outbound activity which is focused on doing outreach to people that you don't know.

Another which is inbound where you then get people of the, the target market you're trying to engage with to engage with you.

And I encourage you to really just focus on, on trying to develop a 50, 50 percentage in both of those.

In most cases it tends to be the inbound lead generation tends to do more than the out because sales teams don't understand how to build outbound methods and models.

But you really want to create an inbound and outbound method is.

It's the holy grail is to have a bit of push and a bit of pull coming through to you and you need to create different campaign outlines for each and you need to.

I'm not going to talk this through into in today's session and today's podcast alone but you know, creating specific inbound and outbound campaigns.

I've done other podcast episodes on it before is what you need to be able to do.

If you put all of your reliance on one of those, then you're going to, you're going to really struggle and it's not going to achieve you what you want to do because.

Or it's going to put greater risk on your business because if you then come across some challenges, for example in, in a certain market space in certain area and or let's say a good example of that is people used to say oh, we do within all our work through inbound digital ppc, you know, or digital marketing and we generate ad leads from that and they did no outbound activity.

And then there was a.

Where the cost of campaigns became higher and they couldn't make that work.

They then were struggling to generate leads and business.

So you've really got to create inbound and outbound campaigns for both.

Both talk to the audience that you're working with both, you know, create some, and you create some different outlines for them and accept that things won't necessarily work in, you know, all things will work.

You're going to have to try one of the.

Again, the key things I see a lot of people doing in sales and marketing is doing something, expecting it to work.

It doesn't work.

To build a scalable sales system, the best way you're going to look to use this is to fail fast, just to try stuff, try stuff for a week.

You need to give things maybe a few days at minimum week and then see what's working and what's not working and then adjust it and have a campaign team that's focused on trying to, to, to, to adjust the materials that you have and the messages you have and make sure your team aligned with that.

So, but firstly build and then monitor the results from both inbound and outbound campaigns.

So I always talk about the funnel being in three stages.

There's top of the funnel, so people that don't know about you, that you're trying to make aware of you.

There's people in the middle of the funnel that then have become aware of you, that you want to convert.

And there's the bottom of the funnel, those that are then converting and becoming customers.

And you need to have different resources that support different stages of the funnel, the stuff.

The people at the top are in inquisitive mode.

They're in a trying to lear what you do.

So they need to see information and resources and guides or stuff that piques their interest.

Whereas those people in the middle are potentially looking to see whether you're an option to work with them.

And therefore they're looking at more examples of where you've done work with other people or how you make your system come together.

So please accept that you need some different resources at different stages.

And again, if you want to scale, the companies that scale have those resources and those materials, whether it's content guides, testimonials, whatever it is, at different stages, available, ready to use at different points.

And they then put those into the sales blueprints and materials to know that at this stage in the, in the process, we know that when this type of customer sees this type of information on, you know, three times out of five they will convert.

That's the type of data that we need to be able to have.

And again, where we can add more to that, where we can add different state and different content and different materials, where you can try different things, they're definitely worthwhile doing.

But think about and build accepting that you need resources to do that, even if you're just going to do this on an outbound method.

And again, I don't always encourage that, that you're going to need resources for those salespeople to send through to people to engage with them.

It's not gone on the days where you can just get someone to pick the phone, said you want to buy this.

It just doesn't work that way.

The buyer journey has changed.

So you have to change and accept that and accept that that's part of the process.

So understand, use some resources.

I think the other key thing I would also encourage you to think about when it comes to building a scalable sales system is to think about the technology stack that you need and what you need to put in place.

And this is an area that I've been doing quite a bit of work on with my team at the moment.

Because, because at the moment, you know, again, remember those different stages of the funnel, the technology that you need at the top of the funnel can often be very different to what you need in the middle, the bottom of the funnel in order to, to be able to monitor things.

And that top of the funnel you're dealing with much more volume.

So your tech, your, your tech stack needs to be around sort of campaign materials and messages to be able to sort of, if you like weed through the, to find the gold in the, in, in the dirt.

But once you then start to, if you, if you ever watch any of the gold diggers, big, you know, big industrial machines that put loads of dirt onto a, onto, onto it, onto a machine and then it starts to sort of basically decipher out the small, the good from the bad and they get down to some stuff they think is better.

Then they use some different type of machines underneath that to, to get better at making sure they can then find the gold.

And the same is said with sales and prospecting.

We've got to try and use clever.

And this is where again, AI can be very clever and very useful for you to identify who you can use at the top to be able to then try and engage with people further at the bottom.

So look at your tech stack again.

If you want some advice or support in terms of, you know, what solutions and systems could be the right things for you, then reach out to us we're happy to have a conversation around you to make sure that you can work out what fits where.

One of the common things I see a lot of cases is this tech fits in all over the place and then you've got this overlap and it's not doing what it should do.

So be really clear about what you want that tech to do at different stages in the funnel and put a clear defined role it and then measure it to see if it's then achieving what you want it to.

Well, the final two, I'll combine them together is the team that you need to get results.

One of the things, again I see people want to put, you know, a scalable plan in place, but they then don't bring the right team in place or they don't invest in that team.

So once they've built, they don't then train them or mentor them to ensure that they get the challenge around.

That is, you can't do this alone.

It's why we've built these blueprints, so you can put a, build a team of people that can help you achieve the goals.

And that team process always takes, you know, if you're thinking about achieving results in, in, you know, in April, May, you should be recruiting now, really, because it always takes a month to recruit and then it always tends, tends to take two months or so for that person to get up to speed.

So think about the team that you want to put in place and that's where you're modeling out of the, of the journey.

What you want to achieve at certain points is key.

So you can look and say, okay, if we're going to get to this month and have this many leads, that might mean we're going to have this many people at the bottom middle of the funnel, which will need another account, you know, person to do this at this stage.

And again, that sort of planning and work we do with organizations to help them map out what they're going to put in place, but put that, you know, team in place and, and once they are in place, ensure that they're trained and mentored.

One of the things I see so much is people bring people in and go, all right, we expect you to be able to sell.

In fact, there's a business I'm working with at the moment and the two founders actually said to the salesperson, when the salesperson and said, what do you want me to do?

The gay were like, oh, sell.

I thought that's what you did.

And it tends to happen in a lot of technical environments where a lot of business owners that think that salespeople will just know what to do and think some cases they can, but in many cases they need that support and that training.

They need to follow a blueprint of success in order to know the right way to go.

And then to build onto the team environments, you've got to make sure that you put the right incentives in place.

There's no point having a team if the incentives for that team don't extract them and don't excite, cite them.

And of course they've got to be commercially viable.

But you've got to make sure that what you do makes sense.

And it depends.

Again, go back to the metric you're trying to achieve.

If you're going for top line revenue growth and you're less worried about profit because you're trying to build market share, then actually incentivizing your salespeople to go and win that new business is key.

If you're trying to sell an additional type of service, then you might want to put a new incentive program in place that rewards people for selling the new service rather than the older service.

So you've got to make sure that your incentives are commercially viable but also attractive enough for people.

And salespeople are driven by money and what they can achieve and what they can gain.

Most people understand that they don't want to stuff, sell stuff or do stuff that's going to cause the company problems.

But link that incentive program into your, into your goals and what you're trying to do as a business, that's really key.

And then I guess the final thing for you around building the sales, yes, scalable sales system is if you don't know how to do it, bring experts in to help you with this.

A lot of companies that I know, that's not a push from our services, but it's don't, don't box in the dark.

I see so many people that trying to grow and they go, well, I don't know how I'm going to do this.

They don't know how, what that plan looks like.

So, so you know the plan in the plan is needed, but you've also then got to ensure that the plan is delivered and consistently executed with the team.

And you need people to help you do that.

People have been there and done that before.

And if you've not done that before, and you want to scale them then.

And this is important to you because again, some of the business owners that I'm talking to are important because they want to build a business, businesses that have ultimate business value that they can sell and have exit with.

So if that's what your goal is, then, then, then, then bring some experts in that can help you do this.

Because scaling the sales operation isn't easy.

There are challenges that come with doing this, but it can be done.

And when it's done in the right way, it's exceptionally rewarding to see the engine working the way you want it to.

But very often people invest in the engine parts, but then they put it together together and it creates a problem.

So my guess, my final advice would be if you're not sure how to do this, then have a chat someone.

If you want to have a chat to us, great.

If you want to have a chat to any, we're in a sales environment, then do that.

But, but just work out where your gaps are, where the challenges are, what.

What's not working at the moment.

That's what we do in our sales audits initially.

We look at where the gaps are and where the challenges are, where's things going well and where things not going so well and where you want to link that to what you want to achieve and build something from there.

And that's what can get you to build the scalable sales system that you need.

So look, that's sort of my sort of summary of building a system.

We all come into the year with such good ambitions and ideas of what we want to do and make happen, and sometimes, sadly, we don't make those things happen.

Been a great year.

So I hope this has given you some outlines and give you some help on what to do.

It can be done when it's done well, it works incredibly well and it can enable you to really build something that can scale and grow.

But remember, you've got to invest in it.

Not everything's going to work.

Be realistic about it, but also, you know, be, be driven by the numbers and the metrics to be able to see what's happening and ensure that you get people to do what you need to do, it's going to be your best chance of success.

So, as I always do, and I finished the, this is the, you know, I finished the podcast up on, on inspirational stories.

And I do this.

Someone said to me, why do inspirational stories?

And I say, because I love seeing examples of people that making an impact in the world, even though they think that maybe they.

They're not sure what impact they can make.

I want to share the story today of a guy called Rizwan Javid who, and I thought this is really poignant for me because as we read into a new year year, sadly, you know, so many people and a couple of people committed suicide last year that I knew that, you know, has left a profound effect on me.

And this guy was a British railway worker who's been commended for saving 29 lives of people that sadly were going to commit suicide.

And he basically used to work on the Elizabeth line in London and he now works with the Samaritans as well.

But the point being is that he dissuaded those people from killing themselves.

So 29 people are now living the life they want to or hopefully living a better life because of Riz 1.

So I just thought we all think again, you know, can we make an impact in the world?

And we all sometimes worry about things and sadly, there's a lot of people that that life, you know, prove too much for them.

And I always vow, if I can help one person change something to make them feel that they can get over and, you know, get through to the next stage and recover from where they are, then then I don't want to help them do that.

But, you know, Rizwan Javed is a great case example of someone that's, that's doing that day in, day out.

So his inspirational stories to help save lives and build, enable people to build their lives for the future.

So whatever you look at it, see what lives you can impact today in a positive way, like Rizwan does.

So that's it for the podcast this week.

Thank you again for being here to listen to me.

I'm gonna try and make this podcast.

It's growing.

I want to supply you with more.

Tell us what you need as well.

Tell us what the things you want.

I always read any.

Reach out to me on any of the social channels.

Tell us what are the things that would help you, that would be beneficial for you.

I want to hear those stories and insights.

So I can help make the podcast even better for the next year.

But until next week, that's it.

I'm gonna leave you to it.

Have a safe week.

So until next week, see you soon.

Take care.

So thank you so much much for listening to this episode.

I hope you've enjoyed.

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