Growth delivery programme
SDR Programme Leadership and Automation
Give your assigned SDRs a clear programme, practical training and connected automation. I lead and manage the programme; your SDRs execute the prospecting and follow-up work.
Lead the programme around the sales-development job
An SDR programme needs more than sequences. The team needs a clear audience, a relevant reason to reach out, agreed qualification and handoff rules, and feedback that distinguishes activity from useful progress.
This engagement covers programme leadership, training, management and automation. It starts with the SDRs you assign and the responsibilities agreed with your sales and marketing owners. It does not assume that adding software will solve an unclear offer or an unsuitable audience.
What the agreed work can cover
Programme direction
Agree the target audience, outreach purpose, qualification criteria and responsibilities. Keep product facts, account evidence and sales ownership clear.
SDR training and management
Train and manage the assigned SDRs around the agreed process, message and feedback. Review the situations that require coaching or a change to the programme.
Connected automation
Build the agreed research, workflow, routing or reporting automation around the programme. Define permitted inputs and the actions needing review.
Feedback and decisions
Review accepted, rejected and unresolved opportunities with the relevant owners. Use the evidence to revise targeting, messaging or handoff rather than treating volume as success.
How the engagement comes together
Map the team and motion
Understand the offer, customer group, assigned SDR capacity, current workflow and the point where marketing hands work to sales.
Agree the programme
Define roles, message inputs, qualification, handoffs, training needs and review measures. Confirm the automation scope and access.
Train, manage and improve
Introduce the agreed process and automation, coach the SDRs and review feedback. Keep product, sales and marketing decisions with their named owners.
Clear operating boundaries
Your assigned SDRs perform prospecting and follow-up. I lead the programme, train and manage the SDRs, and develop its agreed automation. I do not supply SDR staff or personally prospect.
Programme management is distinct from taking over the whole sales function or closing deals. Agree the sales owner, opportunity acceptance and CRM responsibilities before work starts. Meetings, pipeline and revenue are observed outcomes, not guaranteed deliverables.
Questions about the service
Do you personally prospect or supply an SDR team?
No. Your assigned SDRs execute prospecting and follow-up. I lead, train and manage the programme and its agreed automation; this offer does not promise supplied staff.
How is this different from outbound consulting?
Consulting can address a targeting, sequencing or infrastructure question. Programme leadership also covers training and management of the assigned SDRs and the feedback process around their work.
Can AI support the programme?
Yes. Agreed AI and automation work can support research, drafting, workflow and reporting. Inputs, review points and execution permissions are defined for the scope.
Do you take over sales closing or guarantee meetings?
No. The programme has an agreed sales handoff and client sales owner. Meeting volume, pipeline and revenue are not guaranteed.
How is the work agreed?
Scope, responsibilities, deliverables and review points are agreed per engagement. Continuing engagements are month-to-month with no minimum term; either side can end with 30 days notice.
Related scopes and evidence
Next step
Discuss your SDR programme
Bring the business question, the evidence you already have and the people who will own the work. Agree the scope, implementation responsibilities and review points before starting.
Explore the decision