A two-week diagnostic that surfaced $4.6M to $7M in achievable annual revenue, through process improvements alone, without adding headcount or changing the work mix.
The client had built a strong reputation in their market over many years. Leadership believed there was significantly more revenue on the table, but they were not sure where the gap was.
Several themes emerged in early conversations. Proposal turnaround was slower than leadership wanted. The sales team was spending too much time on administrative work and not enough time in front of customers. Conversion performance was below what leadership believed was achievable for a company with their reputation and quality of work. And sales-to-operations handoffs sometimes created friction that made projects harder to execute than they needed to be.
Any one of these issues, on its own, was manageable. Together, they represented a meaningful drag on revenue, and a clear opportunity if they could be addressed systematically.
The first week was structured interviews with eight to ten stakeholders: the President, CFO, COO, Director of Sales, purchasing and logistics leadership, and sales representatives across both residential and commercial work. Each interview ran about an hour, focused on current workflow, customer interactions, proposal development, administrative burden, technology usage, and the specific friction each person experienced.
The second week was analysis. Summit reviewed lead generation channels, the end-to-end sales process, proposal workflow and response times, follow-up practices, CRM usage and data visibility, compensation structure and incentives, pricing and margin discipline, and the handoff process between sales and operations.
The final deliverable was a written assessment report and an executive readout session, covering the current state of the sales process, the specific bottlenecks and constraints slowing things down, and a prioritized implementation roadmap organized by immediate, short-term, and longer-term improvements.
A conservative improvement in overall conversion performance was identified as achievable through process improvements alone, without adding headcount or changing the work the company already does. Quantified, that improvement translates to an estimated $4.6 to $7 million in additional annual revenue.
Additional upside was identified through faster proposal turnaround, stronger follow-up discipline, improved product and project mix toward higher-margin work, and cleaner sales-to-operations handoffs that reduce rework and improve customer experience.
A two-week assessment can show you exactly what is slowing things down.
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