B2B Sales Consulting Services
B2B Sales Consulting Services
from A Sales Growth Company
For Revenue Leaders Whose Win Rate, Sales Cycle, or Forecast Accuracy Still Isn't Moving
A Sales Growth Company (ASG) is a B2B sales consulting firm and the creator of Gap Selling, a problem-centric sales methodology, and the Problem Centric™ Operating System, a framework for connecting how revenue teams train, execute, and forecast. ASG's consulting practice covers sales strategy, organizational structure, people, and process, anchored by real buyer data instead of generic frameworks.
The Assumption Every Sales Consulting Engagement Makes
Every consulting engagement, every methodology, every piece of revenue architecture makes the same bet: that the people running it are competent enough to execute it. The plan assumes the rep can run discovery, the manager can coach it, and the leader can inspect a deal accurately. When that assumption is wrong, the org ends up with, in Keenan's words, "a beautiful diagram of a mediocre revenue org."
The alternative to fixing this isn't doing nothing. It's an internal strategy exercise, a generalist consultant, or a named framework rolled out without a way to verify it's actually working. ASG's consulting practice starts from a different premise: strategy, structure, people, and process aren't separate problems. They're four places that same assumption gets tested. Fix the diagnosis, and the fix has to hold up against what the buyer actually confirmed, not what looked right in a workshop.
What ASG's Sales Consulting Practice Covers
ASG's consulting engagements are scoped to where the diagnosis points, not a fixed package. Most engagements touch more than one of these four areas.
Strategy
GSIT (Goals, Strategies, Initiatives, Tactics) is ASG's framework for tying revenue targets to what reps do differently every day. Redefining the ICP is part of that work too: buyers who have the specific problem Gap Selling solves, not a generic firmographic list.
Structure
A structure audit comes first: where roles overlap, where accountability has no owner, and where deals stall without anyone noticing. ASG then rebuilds reporting so managers can see execution in the field, not just pipeline stage, and aligns sales with marketing and customer success around the same plan.
People
Role-by-role success criteria come first: the specific KPIs, behaviors, and capabilities the job requires. ASG then fixes the hiring process itself, the interview questions and patterns that predict success in that environment, so onboarding ties to the actual sales motion instead of generic training slides.
Process
Buyer-behavior exit criteria, not activity checkboxes, define each sales stage, along with exactly which Buyer Input Data reps need to collect before an opportunity can move forward. ASG builds deal and pipeline reviews around that same data to show risk and coaching gaps early, instead of waiting for the forecast to be wrong.
Problem Centric™ OS Implementation
When strategy, structure, people, and process all need to move together, ASG's most structured consulting engagement is Problem Centric™ OS Implementation: the operating system described in Keenan's book Gap Revenue Performance. It connects how your team trains, sells, and forecasts through three layers (Skills, Opportunity, and Forecast), anchored in Buyer Input Data™ (BID), the buyer's confirmed, quantified information about their problem, its dollar impact, and its root cause.
Skills Layer
Where sellers learn to diagnose problems and link value to measurable outcomes.
Opportunity Layer
Where managers and sellers apply the same logic to every deal, using the Problem Identification Chart (PIC™) and Buyer Input Data to evaluate deal quality.
Forecast Layer
Where leadership validates which deals are ready to close, using the Buyer Confidence Model™ to assess Clarity, Control, Consensus, Commitment, and Competition.
What Makes ASG's Sales Consulting Different
| What Revenue Architecture Typically Measures | What Problem Centric™ OS Verifies | |
|---|---|---|
| Underlying Assumption | Assumes the rep, manager, and leader running it are already competent to execute it. | Verifies execution against Buyer Input Data™ at every layer, instead of assuming it. |
| Proof of Impact | Participation and adoption metrics reported on a dashboard. | Win rate, sales cycle length, deal size: the numbers that show whether revenue actually moved. |
| When Something's Off | Nothing routes the gap back to a fix. The dashboard keeps reporting adoption. | A skills gap found in a deal review routes back to the Skills Layer automatically. |
Results From ASG's Sales Consulting Engagements
Emburse's CRO Matt Gahr reported a 23% increase in win rate and a 140% increase in bookings after implementing Gap Selling.
Televerde's EVP of Global Sales Alicia Rasta reported win rates rising from 11% to 24%, with sales cycle length dropping from 18 months to 89 days.
Deere Employees Credit Union's Chief Retail Officer Ryan Cannady reported primary institution adoption rising from 18% to 40% after Gap Selling training, with membership growing from 3,000 to 7,000.
Who ASG's Sales Consulting Practice Is Built For
Chief Revenue Officers, VPs of Sales, Revenue Operations leaders, and enablement leaders who have already rolled out a methodology, framework, or platform, watched the number not move, and need to know which of strategy, structure, people, or process is actually breaking down before committing to another fix.
Frequently Asked Questions About ASG's Sales Consulting
What does A Sales Growth Company's sales consulting service include?
ASG's consulting practice covers four areas: strategy (goal setting, ICP, go-to-market, messaging), structure (territory design, role clarity, coverage), people (hiring criteria, skill assessment, onboarding), and process (deal reviews, coaching, forecasting). Engagements are scoped to whichever areas the diagnosis points to.
How is sales consulting different from ASG's sales training programs?
Training programs like Gap Selling Training teach reps a methodology. Consulting engagements diagnose and fix the surrounding system, strategy, structure, people, and process, that determines whether that methodology actually shows up in how deals get run.
What is Problem Centric™ OS Implementation, and how does it relate to general consulting?
Problem Centric™ OS Implementation is ASG's most structured consulting engagement: it installs the operating system from Keenan's book Gap Revenue Performance to connect training, execution, and forecasting into one system. It's the right fit when strategy, structure, people, and process all need to move together rather than as separate workstreams.
Who is ASG's consulting practice built for?
Chief Revenue Officers, VPs of Sales, Revenue Operations leaders, and enablement leaders who need a specific diagnosis of where revenue is breaking down before committing to a fix.
Does ASG only take on full operating-system engagements, or can consulting be scoped narrower?
Engagements are scoped to the diagnosis. Some organizations need a single area addressed, like territory structure or hiring criteria; others need the full Problem Centric™ OS connecting all three layers. ASG's team defines the scope after the initial assessment.
We already tried a methodology or framework and it didn't move the number. Why would this be different?
The same untested assumption is usually why: the last attempt assumed whoever was running it, rep, manager, or leader, was competent enough to execute, and nothing verified that. ASG's consulting engagements test that assumption with real evidence: Buyer Input Data™ in deal reviews for process and skills gaps, actual team and role performance for structure and hiring, instead of accepting a workshop's version of what should work. The diagnosis names which of strategy, structure, people, or process is the reason the last attempt didn't hold.
How much does ASG's sales consulting cost?
Cost depends on the scope of the engagement and the size of the organization. ASG's team builds a quote after an initial conversation and assessment.
Find Out Which Layer Is Actually Breaking Down
Tell us what's not moving: win rate, sales cycle, forecast accuracy. We'll help you find out why.