Sales & Revenue
A CRM your team uses and your board can trust.
Data model, pipeline stages, automation and reporting rebuilt so the system reflects how you actually sell.
- Stage definitions that mean something
- Automated hygiene
- Board-ready reporting
Delivered through OmniFlow
OmniFlowOmniFlow implements and maintains the CRM, integrations and reporting layer. FGV defines the revenue operating model — how you sell, what each stage means, and what leadership needs to see.
One relationship · Sales & Revenue
The CRM records activity but cannot describe the business.
Stages are named after internal habits rather than buyer behaviour, required fields are ignored, and reporting is rebuilt by hand every month. Leadership stops trusting the system, and parallel spreadsheets appear.
- Cost 01
Forecasts that miss because stage definitions are subjective.
- Cost 02
Senior time spent reconciling numbers instead of acting on them.
- Cost 03
Automation opportunities left unused while reps do administration.
Built for a specific situation.
Growing sales teams
What worked with three sellers is failing with twelve.
Businesses with parallel spreadsheets
The real pipeline lives outside the CRM and everyone knows it.
Companies preparing for scrutiny
Investment, sale or board reporting requires numbers that stand up.
Symptoms you will recognise
- Two people can place the same deal in different stages defensibly.
- Reports are rebuilt manually each month.
- Reps maintain their own tracking outside the system.
- Duplicate records and inconsistent naming are normal.
- Nobody can state conversion rate between adjacent stages.
Model the buying process, then automate the admin around it.
Plan deeply. Build once. Improve continuously. Senior operators stay on the engagement from the first working session to the reporting that follows.
- 01
Process capture
We map how deals genuinely progress by interviewing the people who close them.
- 02
Data model
Objects, fields and stage exit criteria defined so a stage means the same thing to everyone.
- 03
Automation
Administrative work removed — logging, routing, reminders and handoffs — so reps sell.
- 04
Reporting
One reporting layer for reps, managers and the board, generated from the same source.
Named deliverables, not activity reports.
Everything listed here is produced, handed over and owned by you at the end of the engagement.
Structure
- Documented sales process and stage exit criteria
- Rebuilt data model and field standards
- Deduplication and data cleansing
- Permission and territory model
Automation
- Lead routing and assignment rules
- Activity logging and task automation
- Handoff workflows between teams
- Data hygiene monitoring
Reporting
- Rep, manager and executive dashboards
- Stage conversion and velocity analysis
- Forecast model
- Adoption training and documentation
The working sequence.
Built from the data model upward. Reporting is only as good as the layer beneath it.
- Layer 1
Process
The actual buying and selling process, documented and agreed with the people who run it.
- Layer 2
Data model
Objects, stages and required fields configured to that process.
- Layer 3
Automation
Routing, logging and workflow rules that remove manual administration.
- Layer 4
Reporting
Dashboards and forecasting built on trustworthy underlying data.
- Layer 5
Adoption
Training, documentation and a hygiene routine that keeps the system honest.
Delivered through OmniFlow
OmniFlowOmniFlow implements and maintains the CRM, integrations and reporting layer. FGV defines the revenue operating model — how you sell, what each stage means, and what leadership needs to see.
Flow Group Ventures owns
- Revenue operating model and stage definitions
- Leadership reporting requirements
- Adoption with your sales management
The platform runs
- CRM configuration and automation build
- Integrations and data flow
- Dashboard and forecast infrastructure
Get a pipeline number you can defend.
Sales & Revenue · Delivered through OmniFlow
The same discipline, applied to your market.
Sector context changes the inputs, the language and the constraints — not the standard of execution.
Technology
Multi-product pipelines with renewal and expansion motions.
Professional services
Opportunity tracking across partners, practices and referrals.
Construction
Long tender cycles with staged qualification gates.
Financial services
Auditable records and controlled access by role.
Hospitality
Group, corporate and event pipelines in one model.
Healthcare
Procurement-driven cycles with committee approval steps.
What we can actually show you.
- The intake structure and working sessions used to scope this service
- The delivery process, cadence and reporting model described on this page
- Interface demonstrations, clearly labelled as demonstrations
- The named operators who would be accountable for your engagement
No client names, logos, testimonials or performance figures are published for this service. Case studies appear only when a named client and full written approval exist. Anything shown as an interface is labelled as a demonstration.
Three ways to start.
Scope is agreed in writing before work begins. Nothing starts on an open-ended retainer.
Pipeline Diagnostic
Forecasting is unreliable and you need to know why.
- Review of CRM data quality, stages and conversion
- Interviews with the people actually selling
- Written diagnosis of where revenue is lost
- Sequenced remediation plan
Fixed scope · two to three weeks
Revenue Build
You need the operating model, not more activity.
- Design and build of the revenue system described here
- CRM, data model and reporting configured
- Enablement material and cadence documentation
- Live handover to your commercial leadership
Fixed scope · defined end date
Managed Programme
You want the programme run, measured and improved.
- Ongoing execution against agreed pipeline targets
- Weekly operating cadence and deal review
- Monthly executive reporting on pipeline economics
- Continuous message and targeting iteration
Rolling · reviewed quarterly
Answered before you ask.
- Do we need to change CRM?
- Usually not. Most problems are configuration and process, not platform. If a change is genuinely required, we make the case in writing.
- How do you get reps to use it?
- By removing work rather than adding it. Adoption follows when the system is faster than the spreadsheet.
- Will our historic data survive?
- Yes. Migration and cleansing are part of the scope, with a documented mapping and rollback point.
- Who maintains it afterwards?
- Your team, with documentation and training. Ongoing support is available but optional.
Get a pipeline number you can defend.
Show us your current stages and reporting. We will tell you where the model breaks and what it takes to make it trustworthy.