The Typical Case:
Many entrepreneurs and consultants are untrained and unskilled at building a sales organization. What tends to happen is they hire someone based on a recommendation from a friend, looking to get a friend a job, someone who probably a decent chap, yet not necessarily a great fit for the role.
The hiring process often lacks structure, consistency, professionalism, and a thorough vetting of the candidate. A considerable investment of time, effort and money is made just to get someone hired.
Once hired, what follows is even worse.
Getting a new sales rep onboard with the knowledge needed takes more time away from the practice, frustrating the leader and costing them money. OnBoarding is not sales training. Its training about how to sell your stuff to your customers and prospects.
Then the new hire needs to RampUp to speed in 1 - 3 - 6 - 9 months depending on the typical sales cycle. And they are a net cost to the company until they do.
Then they need to be managed for performance against productivity metrics. Its a lot of work, with many twists and turns for a new to sales leadership person.
You could go to a recruiter, and they might find you some decent talent. Yet they won't accept responsibility for the rest, its not their job.
That's where we come in.
Typical symptoms of problems in building the sales organization include: