In the early days of Close, my day-to-day work consisted of cold outreach, sales consulting, creating content to fuel our marketing strategy, overseeing software product development, and a thousand other things. It was chaos!
But because I hired the people who could complement my chaos with their ability to bring order to our operations, it set us up for long-term stability and growth. Today, Close employs nearly 100 people—with each new hire added to create more momentum.
Once the right people are in place, the next challenge will be to figure out how to offload your knowledge and operationalize your sales.
The first system you create to manage your sales portugal telegram data process will fail. It will become the reason you can’t scale. At some point, you’ll need to replace it with something better.
Like hiring, your sales processes and systems will require multiple iterations before running how they should. Once again, you’ll need to fight the urge to do things perfectly the first time.
To avoid feeling overwhelmed or stuck in indecision mode, take a “crawl, walk, run” approach to your sales operations:
“Crawl” = Document your processes to create a foundation for scaling.