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Sales Team Development Consultant Who Builds the Team That Carries the Number
A senior sales team development consultant for B2B SaaS, services, fintech, manufacturing, and PE-backed operators. AE hiring and ramp design, SDR motion build, manager coaching cadence, performance management, career-ladder + comp progression. The capability behind a sales org that compounds, not churns.
Start a Team Development Engagement
A senior sales team development consultant for B2B SaaS, services, fintech, manufacturing, and PE-backed operators
Why teams hire Chameleon for sales team development
Built sales teams from scratch and at scale
Our team-development consultants built and scaled real sales orgs, Amazon's Sports and Fitness BD team from zero, Microsoft SMB Global Sales across 34 locations, PE-backed services rebuilds with high-stakes ramp clocks. The patterns come from rooms where the hires either landed or did not.
Capability, not just headcount
Adding bodies is the easy part. Building a team that actually closes is hiring rubrics that filter for the right profile, an onboarding program that gets reps to first-deal quickly, a coaching cadence the managers can sustain, and a performance bar that gets enforced, without the senior reps deciding to leave first.
Manager development is the multiplier
The fastest way to break a sales team is to promote a top rep into management with no support. The fastest way to scale one is to develop the manager bench in parallel with the IC bench. We build the coaching frameworks, the deal-review skills, and the leadership cadence that turn good reps into managers who actually multiply.
What sales team development actually fixes
Most problems a sales team development consultant sees look like hiring problems and turn out to be development problems. New AEs miss ramp because the onboarding program is two days of slide-deck overviews instead of a structured 30-60-90 with practice reps and named-account exposure. Mid-tier reps plateau because the manager coaching cadence is a 1:1 calendar slot used for status, not skill build. Top reps churn because the career ladder is informal and the next role is invented for whoever asks first. Each one fixable; none of them fixable in isolation.
The shape of a team-development engagement
A sales team development consultant engagement usually covers the full lifecycle: hiring (role design, scorecards, interview process, calibration), ramp (30-60-90 design, named-account exposure, certification gates, manager checkpoints), ongoing development (1:1 frameworks, deal-coaching cadence, skill-build programs, peer learning), and the career ladder (IC progression, manager track, comp banding, retention plan). Scoped to the company stage, a Series-A SaaS team-build looks very different from a PE-backed services rebuild, but the discipline is consistent.
Hiring and developing managers is the load-bearing work
Most sales orgs are bottlenecked at the front-line manager layer. The IC bench is full; the management bench is empty; the org chart is flat in places it shouldn't be. A sales team development consultant who does not invest in manager development typically delivers a 30-day hiring burst followed by 12-month attrition. Engagements include the manager-development workstream by default, coaching skills, deal-review fluency, leadership presence, performance-management discipline, because that is the layer that determines whether the team you build sticks.
What a sales team development engagement covers
- Hiring and capacity planning, role definitions, scorecards, interview rubrics, calibration sessions, hiring-manager training, structured capacity modeling.
- Onboarding and ramp design, 30-60-90 build, certification gates, named-account exposure plan, ramp-to-quota timeline, manager checkpoints.
- SDR motion and team build, pod structure, AE pairing, capacity math, conversion benchmarks, promotion path into closing roles.
- Manager development, coaching frameworks, deal-coaching cadence, 1:1 design, pipeline-call discipline, performance-management muscle.
- IC development programs, peer learning, deal post-mortems, role-play cadence, win-loss reviews, skill-build sprints.
- Career ladder and progression, IC track, manager track, comp banding, internal mobility, retention plan.
- Performance management, bar-clearing definitions, PIP discipline, ride-along cadence, board-of-directors-for-the-rep model.
- Retention and culture, what makes top performers stay vs leave, succession planning, sales-leadership bench.
How We Compare
| Feature | Chameleon Collective | Sales training company | Generic recruiting firm |
|---|---|---|---|
| Built and ran real sales teams. | Default | Trainers, not operators | Recruiters, not operators |
| Hiring + ramp + manager development bundled. | One engagement | Training-only | Hiring-only |
| Operationalized in your existing tooling. | In scope | Variable | Out of scope |
| Engagement model. | Project, retainer, fractional, or interim | Per-seat program pricing | Per-hire contingency or retainer |
Frequently asked questions
Common questions from teams evaluating sales team development consulting.
No. We design and operate the team-development system: hiring rubrics, ramp programs, coaching cadences, performance management, career ladders. Skills training inside that system is in scope when needed, but the work is operating change, not curriculum delivery. If you specifically need methodology training (MEDDIC, Challenger, etc.), see sales training consultant.
Both, depending on scope. For interview-process design, scorecards, and hiring-manager training, we own the work. For sourcing and recruiter coordination, we partner with the in-house team or with our Recruit practice. The combined engagement (consulting + recruiting) is common for full-team-build scenarios.
For most engagements, manager development runs in parallel with IC development from week one. We assess current managers (coaching fluency, deal-review skill, performance-management muscle, leadership presence), pair each with a Chameleon consultant for weekly coaching, and rebuild the coaching cadence the managers run with their teams. By the engagement end, the manager bench is operating at a higher tier than at start.
Usually rebuild rather than retrofit. Most onboarding programs we see are two days of overviews followed by "shadow a senior rep." The replacement is a structured 30-60-90 with certification gates, named-account exposure, manager-led practice reps, and a clear ramp-to-quota timeline. Reps hit first deals 30-60% faster on the rebuilt model.
Week one: capability audit across hiring, ramp, coaching, performance management. Weeks 2-4: redesign hiring rubrics and 30-60-90; pilot coaching cadence with managers. Weeks 4-14: rollout, ramp the next hiring class on the new system, certify managers on new cadence. First lift typically shows in ramp-to-quota times for the next hiring cohort.
Most engagements run $25K-$45K per month, scoped to outcome. A focused hiring + onboarding rebuild starts around $30K. Full multi-quarter engagements (hiring, ramp, manager development, career ladder, retention) run 4-8 months at the upper end.
Directly. Chameleon Collective is a senior-only collective. The consultant you interview is the consultant who runs the engagement, no pyramid, no offshore delivery.
Need permanent sales hiring help?
Our Recruit practice places senior sales talent, AEs, SDR leaders, sales managers, VP Sales, and partners with the consulting engagement so the system the team is hired into is the system the team will actually run.
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Build a sales team that compounds
Two-week diagnostic across hiring, onboarding, ramp, manager coaching, performance management, and career ladder. Senior operators on it from day one.
