Client story · Sports Technology & SaaS
Spiideo: Developing sales leaders & high-performing sales teams
A remote sports-tech sales team, an online new-business series built around their real deals, and playbooks sellers can keep using after the training.
What Spiideo told us
The training focused on Spiideo’s actual challenges and how selling works in their world — not an out-of-the-box, pitch-perfect sales process.
what we can show —
The evidence
Delivered
Sales playbooks created for sellers to refer back to easily after the training.
Follow-through
Five connected sessions, so each skill was applied between sessions and picked up again in the next.
What people tell us most
Across our programmes, participants most often tell us that they felt understood and heard — and able to raise real challenges in a psychologically safe space, without being judged.
A note on results: Quantified performance improvements and participant testimonials are not yet available; these will only be shared following evaluation and client approval.
the starting point —
The challenge
Spiideo wanted to strengthen both its sales leadership capability and the effectiveness of its wider sales team. The priority was practical skills, greater consistency and a stronger foundation for sustainable commercial performance — with leaders able to reinforce the behaviours their teams were learning.
how it unfolded —
What we delivered
Step 1
First, equip the leaders
We worked with the sales leadership team on the skills and behaviours needed to lead, coach and develop high-performing salespeople. Leaders reflected on their own approaches, shared experiences and practised techniques relevant to everyday management.
- Coaching for performance and accountability
- Building high-performing teams and consistent leadership behaviours
- Managing performance and underperformance
- Feedback, development conversations and effective coaching rhythms
Step 2
Then, develop the wider sales team
An initial capability assessment identified opportunities in discovery, qualification and commercial conversations. We shaped a tailored programme around those gaps and the real challenges facing the team.
- Consultative selling, discovery and impactful questioning
- MEDDPICC qualification and opportunity management
- Value-based selling linked to customer outcomes
- Objection handling, negotiation, deal control and closing
how we worked —
The Sales House difference
Interactive discussions, breakouts, practical scenarios and peer-to-peer learning replaced presentation-heavy delivery. A relaxed, supportive environment gave participants space to challenge their thinking, share ideas and practise using genuine workplace situations.
what this tells us —
The takeaway
Sales training is stronger when leaders can coach and sustain it. Connecting leadership and frontline development creates the opportunity for shared expectations, better coaching conversations and more consistent sales practice.
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