Company Brain for sales teams
New role, new products, fourteen open tabs. The questions pile up. Most never get asked, because nobody wants to look slow in week one.
Product sheets, pricing rules, call recordings of your top rep, the objection playbook and CRM notes flow into the Company Brain. Captured once, ready for every new hire.
You have built a sales team that knows your products, your prices and your customers. The Company Brain hands that knowledge to every new hire, any hour of the day, so no question ever feels too small to ask.
Two people, one Company Brain
The new hire moves from uncertainty to confidence. The sales manager moves from answering the same question for the fortieth time to coaching real deals.
Guesses on price. Waits for a free colleague. Stays quiet in meetings. Nods along when product tiers come up.
Asks everything, privately, at any hour. Rehearses the hard call first. Walks into week two knowing the answer, or knowing where it lives.
Becomes the help desk. Pulls senior reps off their own pipeline. Hears about mistakes after a customer did.
Sees which topics new hires ask about most, fixes gaps in the playbook, and spends one-to-ones on deals.
Six roles, one Company Brain
One assistant covers product, pricing, practice, objections, call prep and your sales process, so a new hire always has someone to ask.
Explains every product and service in plain words, with the customer types each one fits.
Gives the approved answer on discounts, terms and exceptions, and shows the source document.
Runs realistic role-plays built from your own customers, industries and call flows.
Shares the responses that already win in your business, then gives feedback on the new hire's own version.
Builds a short prep sheet: likely pains, discovery questions, matching references and next steps.
Walks through your sales process step by step, from first call to handover.
The question a new hire is too shy to ask is often the one that costs the deal. The Company Brain makes asking free.
New hires hesitate to interrupt busy colleagues, and they rarely admit what they do not know yet. So they guess, and customers notice. The Company Brain takes the social cost out of asking. No raised eyebrows, no waiting until the manager is free.
Managers stay in the loop: they see which topics new hires struggle with, without seeing who asked what.
A typical first eight weeks
By week eight, a new hire runs deals with little hand-holding, and the manager coaches strategy instead of basics.
Asks the first twenty questions in the first hour. Products, tiers, who handles what, how a quote is built. Every answer links to its source.
Meets your customer types before meeting customers. Role-plays the five most common buyers and hears how top reps open calls.
First live calls with a prep sheet in hand. Checks pricing and next steps between calls.
Handles objections in your business's own words. Practices the hard calls daily, with scored feedback.
Runs deals with little hand-holding. The manager coaches strategy instead of basics.
Illustrative path. Actual pace depends on deal complexity, product range and how much of your sales knowledge is captured.
Ramp math
Shorten the ramp, and revenue arrives earlier with every hire. A new rep grows from zero to full productivity over the ramp period. The average ramp for sales development reps is about three months, and complex sales roles often take longer.
How it is calculated: productivity rises evenly from zero to full over the ramp, so each month saved is worth half a month of full revenue per hire. Illustrative only, with your own inputs. Saved manager and senior rep time is not included.
Source for the ramp benchmark: The Bridge Group, SDR Metrics and Compensation Report, 2025 (average SDR ramp 3.0 months).
What a buyer sees
When sales know-how lives in two star reps, a buyer sees key-person risk. When every new hire ramps on the same curve, a buyer sees a sales engine.
Your best rep's answers, talk tracks and objection handling become part of the business, ready for the next hire.
When every hire ramps on a similar curve, capacity plans and forecasts become believable to banks, buyers and investors.
Pricing rules, process and playbook are written down, current and searchable. That is the evidence a buyer asks for in due diligence.
How we start
We interview your sales manager and top performers and collect product sheets, price lists, proposals and call recordings.
We set up the Company Brain on your approved sources and test it with the real questions your last new hires asked.
We add role-plays built from your real objections and go live with your next hire. Gaps get flagged and fixed as they appear.
Trust built in
Every answer comes from sources you approve, and you decide who can ask about what.
Questions owners ask first
The price depends on your sales team and the sources we connect, and we agree it with you on your call. The steps above take about 30 days, from capturing what your best people know to going live with your next hire.
No. It takes the repetitive questions off your team, so the time people spend with a new hire goes into judgment, deals and confidence.
You update the source document once. The Company Brain answers from the new version right away, and every new hire gets the same current answer.
They are built from your own customer types, industries and the objections your team actually hears. The new hire gets feedback after every practice round.
Small teams feel a slow ramp the most, because every senior hour spent on basics is an hour not spent selling. Use the ramp math above with your own numbers.
See it with your own sales questions
Answer a few short questions. If it fits, you pick a time for a 30-minute call. Bring three questions your last new hire asked, and we will show you how the Company Brain answers them and how a role-play for your toughest objection works.
See if it fits your business