Slipped commits, losses to no decision, and discounts that appear the moment procurement does — all of it is decided at qualification, long before the quarter closes. We install one selling standard, then hold your team to it until win rate and forecast accuracy move.
MIDDLE EAST · EUROPE · SOUTHEAST ASIA · NORTH AMERICA
Deals rise through five gates — discovery, qualification, value proven, negotiation and commit. A deal only reaches commit once five proofs are carried: the buying committee mapped, the economic buyer engaged, value quantified in the buyer's own numbers, the decision process written down, and the champion tested.
We are selective. We take on organisations only where we can see the value we would add.
COMPANIES WE HAVE WORKED WITH
timegripMIDDLE EAST · EUROPE · SOUTHEAST ASIA · NORTH AMERICA
01 · PROBLEM
They are lost at qualification, weeks or months earlier, in a conversation nobody wrote down. The activity is there. Meetings are booked, demos are run, proposals go out on time. It reads the same whether five people are selling or five hundred.
Then the quarter closes, half of commit has moved right, and the reason changes depending on which rep you ask.
More pipeline does not fix this. A deal that was never qualified simply fails later, at greater cost.
SOME OF THIS WILL BE FAMILIAR
The forecast is a feeling. It slips a quarter, and the explanation is different each time it is asked for.
The person who signs has never been in the room. The deal is being sold to people who can only say no.
Champions are assumed. Nobody has tested whether they can carry the deal internally when the room turns.
Value is argued in features. The buyer's own numbers never appear in the business case they have to defend.
Discounting starts the moment procurement calls, because nothing was prepared to hold the price.
Every rep runs a private process. When the best performer leaves, the method leaves with them.
None of these is a lead generation problem.
02 · THE GUIDE
Syfred defines how your team qualifies an opportunity, maps the buying committee, quantifies value in the buyer's own numbers, prepares the room before procurement enters, and forecasts what it can evidence — then embeds it in your CRM, your deal reviews, and your weekly rhythm. Two founders selling their first major accounts get the same standard as a four-hundred-seat enterprise sales organisation; only the scale of the install changes.
One senior team inside your revenue organisation. No trainers rotated in, no juniors on the account, no binder left on a shelf.
Andreas Falsig, Systems Architect at Syfred
03 · THE SYFRED METHOD
Five stages. The same five, in the same order, on every engagement.
01
Sit inside the motion. Live calls, closed-lost interviews, deal reviews, CRM history, and the way your strongest seller actually wins — captured as it is, not as the playbook says.
YOU PROVIDE
Access to deals, calls and people.
WE DELIVER
The motion, written down as it is.
02
Find where deals actually die. It is usually one stage and one missing proof, repeated across the whole team, and visible the moment the data is read against the calls.
YOU PROVIDE
A decision on what we found.
WE DELIVER
The constraint named, with the deals that prove it.
03
Write the standard. Qualification criteria, the buying-committee map, how value is quantified, the position taken into negotiation, and what each stage means — specified and agreed before anyone is trained.
YOU PROVIDE
Sign-off on the standard.
WE DELIVER
The standard in full, in your language.
04
Run it on live deals. Manager coaching, deal reviews that ask for evidence, CRM fields that match the standard, and practice on the conversations your team will actually face under pressure.
YOU PROVIDE
One named owner and weekly deal reviews.
WE DELIVER
The standard running on real deals, and the managers enforcing it.
05
Hold the line. Win and loss read against the standard, stage-conversion data, and the specific change made off the back of it — quarter after quarter, until the behaviour is the culture.
YOU PROVIDE
Access to closed-won and closed-lost.
WE DELIVER
The read, and the change made from it.
The standard is yours. We leave it running.
04 · EVIDENCE
The number comes second. Teams here range from eleven sellers to four hundred.
LENEO · INCREASED SALES VOLUME, DECREASED HEADCOUNT
What we installed: a structured go to market infrastructure that let them cut the SDR team from four to one, replacing manual volume with a repeatable engine that runs on its own, without sacrificing quality.
NORDIC GAZELLE · QUALIFIED OPPORTUNITIES WITHOUT SACRIFICING QUALITY
What we installed: a targeted go to market infrastructure to turn e-commerce decision-makers into opportunities, crafting a steady pipeline of qualified conversations turning into commits.
MURAMURA · OPPORTUNITIES BUILT TO CLOSE, NOT TO SHOW
What we installed: a structure go to market engine with the ideal customer defined, personal messaging and a conversion funnel built to convert, lifting opportunity volume by 4.8 times while keeping quality to the brand.
Selected work across Leneo, Nordic Gazelle and MuraMura. Further cases on request.
05 · MARKET ACCESS
Enterprise buying behaviour is not the same in Riyadh, Frankfurt, Singapore and Chicago. The standard travels unchanged. How it is applied does not.
MIDDLE EAST
Relationship-led entry, multi-year procurement, and decision authority that sits higher than the org chart suggests. Sequence and seniority decide the outcome.
EUROPE
Committee buying, formal procurement gates, and compliance, legal and works-council steps that have to be planned into the cycle rather than survived at the end.
SOUTHEAST ASIA
Partner and distributor motion, group-holding structures, and consensus that forms outside the meeting long before it is voiced inside one.
NORTH AMERICA
Fast cycles until security and legal, dense competition, and a business case that has to survive a finance review the seller never attends.
We open the room where we have people. Where we do not, we say so before you ask.
06 · FIT
That is decided before any proposal, not after.
A FIT LOOKS LIKE THIS
Deals with more than one decision-maker, and enough value to justify a real process — a startup's first major account through to enterprise portfolios.
A founder who still sells, or a team with managers who already run deal reviews of some kind.
A product that already wins when the right people are in the room.
Cycles measured in weeks or months, with procurement, legal or security appearing before signature.
One named owner — founder, sales leader or executive sponsor — who sits in the reviews.
Selling into at least one of our regions, or preparing to enter one.
Willingness to be measured on win rate and forecast accuracy, not on training attendance.
Appetite to enforce one standard, including with your strongest seller.
07 · NOT A FIT
You want a keynote, a workshop, or a certificate for the team.
You need this quarter saved. The diagnostic alone takes three weeks.
Deals are transactional and single-decision-maker, closed in a call or two.
Nobody with authority will hold the team to the standard once we are out of the room.
Your top performer is exempt from the process by custom.
You are looking for the lowest price. We trade scope or timing, never price.
We have declined good businesses on the fourth point more often than the other five together.
08 · OWNERSHIP AND CONTROL
You own it. It lives in your CRM, your reviews and your people — not in our heads, and not in a deck you would have to re-buy.
The standard is written in your language.
Criteria, stage definitions, committee maps and review agendas sit in your systems and your documentation from week one. Yours to change without us.
Nothing enters commit without evidence.
Each stage names the proof required. A deal that cannot show it goes back, whoever is carrying it and whatever the quarter looks like.
Your people enforce it, not us.
We coach whoever runs the reviews — a founder in a team of six, a regional director in a team of four hundred. If enforcement depends on our presence, we have not finished the work.
One measurement.
Win rate at Close, and forecast accuracy. Activity, attendance and pipeline volume are diagnostics we use to find the fault, not how the engagement is judged.
Four deals are assessed against four gates: discovery, verification, negotiation and forecast. Three carry the required proof at every gate and become eligible for the forecast. One is held at verification because the economic buyer has not been engaged, and is returned to the previous stage rather than carried forward.
09 · THE ARITHMETIC
Once one standard is running, the maths is legible. Opportunities worked qualify at a known rate, and qualified opportunities close at a known rate. The gap between the number you commit and the number you close is where the standard is not being enforced.
The figures below are yours. We do not forecast them for you before the diagnostic.
OPPORTUNITIES WORKED PER QUARTER
QUALIFIED OPPORTUNITIES
26CLOSED REVENUE
£315,000 7 closedYour figures, your cycle. Measured at Close. Nothing here is sent to us.
10 · AFTER YOU APPLY
01
Apply
Nine questions, around nine minutes.
02
We review
Within three working days. Every application gets a written response, including the no.
03
Fit call
Thirty minutes, with whoever would own the change. We ask more than we tell.
04
Diagnostic and proposal
Only if both sides think there is something here.
We take on four new partners per quarter across four regions, at any company size. Two remain for the coming quarter.
Every application is personally reviewed by Andreas Falsig.
Before we explore working together, we want to understand your business, your ambitions, and the challenges you're looking to solve. We only partner with businesses where we're confident we can create measurable value.
13 carefully selected questions. Most take a sentence. Some are designed to make you think.
Around nine minutes to apply. Every application receives a personal response, regardless of the outcome.