New project

Name the deal or account. The rep is captured here, on the project.

Project name Rep

Saved projects

Open a project to load its 7 steps, prep, and notes.

Before the 7 steps

Meeting Prep

Prep happens ahead of the conversation and specific to this project. A prepared rep controls the agenda and the next step.

Meeting Prep

Pre meeting plan

Prospect / company Meeting date Meeting type

Who is in the room and their role My one goal for this meeting Up front contract I will propose

Pain I expect to explore Questions I must ask

Objections I expect Next step I want to leave with

Step 1 of 7

Bonding and Rapport

Open the call as a peer, not a vendor. Be genuinely curious, mirror their pace, and earn the right to ask harder questions by being human now.

How to run it

✓ Skip the small talk script. Ask one real question and then listen.
✓ Match their energy. If they are fast and direct, be fast and direct.
✓ Use their language back to them.
✓ Aim for one honest moment, not a long warm up.

Question bank

Reference prompts. Add your own and they save to this device.

Bonding and Rapport

Notes for this project

What landed, who they are, how to show up

Step 2 of 7

Up Front Contract

Agree on the shape of the meeting before you start selling. Confirm time, agenda, their goals, your goals, and a clear next step. Give them permission to say no, and ask for the same.

◷

Set it at the start and the end. Open by agreeing the contract, and close by setting the contract for the next meeting.

Up Front Contract

Up Front Contract builder

Prospect / company Meeting date

Time set aside Who is attending

Agenda for this meeting

Their goals for the meeting My goals for the meeting

Permission to say no (state it out loud) Clear next step and outcome

Step 3 of 7

Pain

Find the real business problem and the personal cost behind it. Move from surface symptom to root cause, then quantify the impact. If there is no pain, there is no sale.

Pain discovery, surface to root

Reference prompts. Keep going deeper until you reach the personal cost.

Pain Worksheet

Quantify the impact

Prospect / company Surface symptom

Root cause (keep asking why)

Cost in dollars Cost in time Risk or reputation

Personal cost to the buyer

!

No pain check. If you cannot fill in a cost, there may be no deal yet. Disqualify cleanly and move on.

Step 4 of 7

Budget

Confirm they can and will invest to solve the problem. Talk about money openly before you present. Do not save price for the end.

Budget Review

Budget review

Prospect / company Cost of the problem (from Pain)

Budget range discussed Funding source

Time and resources they will commit Is there a real budget?

Notes

Step 5 of 7

Decision

Map exactly how, when, and by whom the choice will be made. Identify everyone involved and the criteria each one uses, then agree on a date for a clear yes or no.

Decision Review

Decision review

Prospect / company Final decision date

Who is involved and what each person decides on Decision criteria (how they will choose) Steps after the proposal

Will a clear yes or no be given? Competing options in play

Step 6 of 7

Fulfillment

Present the solution that fits the pain, budget, and decision process. Show only what solves the problems they already told you about.

Presentation checklist

Fulfillment notes

Notes for this project

What you presented and how it landed

Step 7 of 7

Post Sell

Lock in the win and prevent buyer remorse or a competitor re-entry. Replay why they bought, set expectations, and open the next opportunity.

Post sell checklist

Post Sell notes

Notes for this project

Onboarding plan, referrals, next opportunity

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Keep it about the work. Name the situation and the behavior, not the person.

Coaching Feedback

Feedback record

Rep name Coach / manager Date

Situation (where and when) Behavior observed Impact (on the deal, buyer, or team) What good looks like next time

Commitment from the rep Follow up date

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Goals live in Almcoe. Draft and submit your SMART goals at the link below. Your manager reviews and signs there.

Open Almcoe SMART Goals

The SMART framework

Align on 3 to 5 objectives. Each one should pass all five tests.

Objective	What it means
SSpecific	Clearly state the goal. Who, what, when, where, and why.
MMeasurable	Tie it to metrics and quantifiable targets when possible.
AAchievable	Realistic given the resources and constraints you have.
RRelevant	Connected to your role and the wider business strategy.
TTime bound	Set a clear deadline or timeframe for completion.

Reference

The general sales cycle

The full arc of a deal, from first touch to a referral. The 7 step approach lives inside Engage and Qualify. Use this as the wider map.

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Where the 7 steps fit. Bonding, Up Front Contract, Pain, Budget, and Decision happen during Engage and Qualify. Fulfillment is your proposal. Post Sell protects the win and opens the next opportunity.

Reference

Timeline and cadence

The meetings that should already be on a seller's calendar. A steady rhythm of planning and review beats a burst of effort at quarter end.

Recommended cadence

My cadence checklist

Tick what is on your calendar. Saved to this device.

Reference

Ideal team player

The strongest reps tend to share three traits. Use this as a lens when you coach, hire, or self reflect. The gap between traits is usually where the growth is.

Humble

Low ego, shares credit

Puts the team and the customer ahead of the spotlight. Owns mistakes, listens more than they defend.

Hungry

Self motivated, driven

Looks for the next thing without being pushed. Brings energy and follows through without reminders.

People smart

Reads the room

Aware of how words and actions land. Adjusts the approach to the person and the moment.

How to use it

1 Strong in all three is the target. That is the ideal team player.
2 Hungry and smart but not humble can run over the team. Coach the ego.
3 Humble and hungry but not smart means good effort that lands wrong. Coach awareness.
4 Humble and smart but not hungry needs a reason to push. Coach drive.

Reference

How Many?

Dials and leads needed to hit a face to face meeting goal. Tune the rates to your real numbers and the targets update live.

Your goal

Meetings held per week2

Working days per week5

Your conversion rates

Dial to real conversation10%

Conversation to meeting booked20%

Show rate (booked to held)80%

Dial attempts per lead6

What it takes

Dials per week

125

Dials per day

25

Conversations per week

13

Meetings booked per week

2.5

Fresh leads per week

21

Leads per month

85

Dials per meeting held

63

Calls per hour needed

6

Calls per hour assumes 4 hours of active dialing per working day. Dials and leads round up to whole numbers since you cannot make a partial call.

Reference

Forms and PDFs

Every fillable form in one place. Project forms fill and save inside a project. Each form prints to PDF with Print, then choose Save as PDF.