Service / 03 · Core
Sales Development.
Ty Adams has been in door-to-door sales since 2002 - as a rep, a sales manager, a president, and an owner. He has personally sold $5MM+ door to door and sat in 8,327 adjuster appointments in markets across the country.
Teams he has built, led, or managed have produced $347M in door-to-door sales. Along the way: 355 people hired, 93 reps and managers trained, 11,226 roofing, siding, gutter, and window projects built, $10M in supplements secured, and $50M+ invoiced to carriers and customers - across 17 markets in 14 states, 11 of which he opened from scratch, including Minneapolis, Chicago, Denver, Cleveland, Omaha, Wichita, and Shreveport.
Where sales departments actually break
It's rarely the piece
you're staring at.
Most sales departments aren't broken in one obvious place. They're missing four or five of the pieces below - and it's almost never the piece the owner is staring at. Comp plans get rewritten when the real problem is that nobody has a written job description. Training gets rebuilt when the real problem is who's getting hired.
A complete Sales Development plan
accounts for all of it.
01
Get the right people in the door
- Attractive compensation plans
- Recruiting
- Hiring
- Assessments
- Core competencies
- Job descriptions and clear expectations
02
Make them productive fast
- Detailed training manuals
- Processes and procedures (SOPs)
- Field and office training
- Role playing
- Prospect understanding
03
Measure what actually happened
- Metrics and quotas
- Closing ratios
- Review periods
- Accountability in every area of competency
- Transparency
04
Keep the team healthy enough to perform
- Great culture
- Regular department meetings
- Contests
- Mental health support
- Conflict resolution
05
Know when to let someone go - and why
Not every underperformer is the same problem. A rep who works hard and can't close needs coaching. A rep who can close and won't work needs accountability, not a training class. A rep who does neither needs to be gone this week - and every week that call gets delayed is paid for by the reps who are doing it right. Clean exits and risk assessment are part of the plan, not an afterthought.
Then it gets measured
Run on what actually
happened.
Most sales consulting runs on what reps say happened. We build departments that run on what actually happened - verified field time, closing ratios by rep, and review periods with real numbers attached. Accountability isn't a value on a wall. It's a number somebody can see.