Sales, CS and managers. One commercial logic.
Knowing what's wrong is not the same as knowing what to do next.
Most methodologies are good at showing what is missing: weak pain, no economic buyer, an unclear decision process, a champion who is not really a champion.
Then the manager says: “You need stronger pain” or “Get to the economic buyer.” That is still diagnosis. It does not tell the rep what to ask, say or do on the next call.
My system adds that activation layer: understand what is true, define what better needs to look like, then practise the action that closes the gap.
Diagnose it. Decide what better looks like. Practise what to do next.
Same customer. Different jobs.
SDRs, AEs, CS and managers should not each diagnose the customer in a different language. Current → Ideal → Action stays the same. What they need to notice and do changes with the role.
- SDRs
Understand the account, earn attention, diagnose enough to make the meeting worth taking and handle the objections that actually come up.
- AEs
Separate a real need for change from polite interest, run demos around the problem and move deals forward with clear commitments.
- CS
Carry the customer context forward, run useful value conversations and spot expansion without starting from zero after handover.
- Team leads
Inspect deals, separate evidence from assumptions and coach the next action instead of taking over.
Keep what works. Fix what doesn't.
I've implemented SPICED and MEDDPICC across SaaS teams and seen both work well. I've also seen where they fall short. A framework can tell you what is missing without giving the rep or manager a practical route to fix it.
I can work within the methodology stack you already have. Better still, we can look at what people actually use, what has turned into box-ticking, where frameworks overlap, and where there is no clear bridge from diagnosis to action.
Then we streamline it. Keep the parts that work. Close the blind spots. Add what is missing. Make the whole system easier for reps to use and managers to coach across every role.
That might mean SPICED, MEDDPICC, your own frameworks or a combination. The point isn't to replace things for the sake of it. The point is to make the system better.
Most recent teams I've done this with.
- UdemyCourse at scale
- OysterLive cohorts
- Clearpay (Block)Team training
The same work can take different formats depending on what the team needs.
Tell me where the team still gets stuck: discovery, deal progression, expansion, coaching or the handover between roles. I’ll tell you what I would keep, what I would change and whether a custom programme is the right format.