We started with Loome from a blank page. An ERP built for installment credit and buy-now-pay-later, the project began from absolute zero: no sales team in place, no CRM, not a single line for a salesperson to say. The founder handed us the entire chain — from product pricing all the way to the sales rep's script.
Most companies build a sales department backwards: they hire a salesperson first, tell them "go sell," then ask why it isn't working. We did the opposite — system first, people second. The reason is simple: when a lead arrives, the system that receives it must already be in place, otherwise the lead comes in and disappears. For Loome this became a full showcase of our end-to-end solution. Below is that sequence, step by step.
The first step is a map, not a salesperson
A sales department starts not with a person but with a question: who actually buys this product, when, and why? That's why the first document for Loome was a Customer Journey Map (CJM). Nobody buys an installment-credit ERP on impulse; the buyer is a business that itself sells on installment terms, and it looks for the solution only when it feels the problem.
The map breaks the buyer's journey into stages: where the first interest is born, where they hesitate, what objection they arrive with. Without a CJM, every salesperson talks to every client in their own way and no one can figure out why a deal fell through. The map gives the foundation for every piece that follows — the funnel, the script, the KPIs. The map is not guesswork; it's the skeleton that holds the entire logic of selling together.
The CRM comes before the salesperson
After the map we set up the sales funnel and the CRM — before any salesperson came on board. Every stage of the funnel (lead → first contact → demo → proposal → deal) is clearly defined in the CRM. Otherwise leads live not in the system but in the salesperson's notebook or memory — and vanish on the very first busy day.
We build the CRM together with the client, because their own team works in it afterward. Our job is to set up the system so that even when a new salesperson joins tomorrow, they can see at a glance which stage each lead is at and who was spoken to and when. The system must outlive the person. People come and go, the system stays — that's where a sales department's stability comes from.
Offer and script — the salesperson's language
Next we developed the offer: we distilled why a client should choose Loome specifically into one clear sentence. Without a ready offer, every salesperson explains the product differently and the market hears a muddled message — which destroys trust. The offer is the sales team's shortest weapon: a single sentence, but the entire positioning is packed into it.
On top of the offer we built sales scripts — for every stage of the call and the meeting. A script doesn't turn a salesperson into a robot; it gives ready answers to the most common objections and the next step that moves the deal forward. A good script means a new salesperson can talk like a veteran from their very first week.
SOP: so quality doesn't hinge on one person
The sales script covers what to say; the SOP (Standard Operating Procedure) covers how to work. How many minutes to respond to a lead, when to update the CRM, when and how many times to follow up — all of it was written down. Without an SOP, all of the department's quality hangs on the best salesperson; if they leave, the system leaves with them.
Only once this foundation was ready did we move on to hiring a sales manager. The person joins a ready-made process; they don't have to invent it from scratch. This order also makes hiring easier: you don't expect the salesperson to "know everything," just to execute a ready system with discipline. That way the department leans on the system, not on a single star salesperson.
KPI: what you measure is what grows
The last piece is KPIs. We run the sales department not by "reach" or "followers" but by concrete numbers: how many Marketing Qualified Leads came in, how fast leads are answered, how many demos were booked, at which stage conversion drops off. These numbers show where the process is leaking. A process you don't measure is one you can't improve either.
We report to the client in that same language — not reach or likes, but MQLs and booked meetings. If lead quality falls short of the agreed criteria, we fix it at our own expense. Because without KPIs a sales department isn't a managed system — it's just hope.
Conclusion
Building a sales department from scratch does not mean hiring a salesperson. It's a sequence: CJM → funnel and CRM → offer → script → SOP → people → KPI. Each piece rests on the one before it; drop any of them and the next one collapses. Put the salesperson first and they walk into battle unarmed. And they'll shift the blame onto marketing — "the leads are bad."
Loome is now at the launch stage, and the entire chain was built by a single team. The client isn't managing ten contractors — a separate CRM specialist, a separate script writer, a separate media buyer. They expect one result, so there should be one party accountable too. A sales department isn't advertising — it's one system together with marketing.