Before drawing up a new organisation, you need to understand what is blocking. A sales audit assesses strategy, processes, team skills, tools and management.

At Atscale, the Revenue Audit cross-checks three sources:

1. Data room analysis
2. Interviews with the team (from reps to senior executives)
3. Direct observation of sales calls, one-to-ones, pipeline reviews and sales leadership meetings

This cross-check reveals the gap between the stated strategy and its execution.

The diagnosis makes it possible to draw up the target organisation: customer segmentation, possible role specialisation (hunting, account development, customer success), team sizes, managers' scopes.

This organisation must match your growth stage and your sales cycle.

An organisation only holds if everyone knows what is expected of them. To structure a sales team, you need to define precisely the remit of each role, the handover rules between teams, and each person's targets and metrics.

The fastest gains are often found at this level, because grey areas cost opportunities.

A reorganisation almost always involves hiring: new profiles, new managers, replacements. The return on investment depends on how quickly new hires ramp up.

This means defining what excellence looks like in your context, building assessment grids and structured interviews, then planning onboarding paths with clear week-by-week milestones.

This is what Atscale offers with its sales hiring and ramp-up programmes, designed by operators who have grown sales organisations from 5 to more than 100 reps.

Change management relies on first-line managers, clear communication on why the reorganisation is happening, and metrics tracked closely during the first months: conversion rates, deal velocity, target attainment.

Without this tracking, old habits return.