We reach leaders beyond your network who are facing a business issue your practice solves, and book qualified meetings for your partners with the context already gathered.
“I saw you’ve brought in a new sales leader. What’s top of their list?”
Who we call
An acquisition, a restructure or a new leader gives your practice a reason to call. We research the companies, find the person responsible for the problem and start a conversation about the work ahead.
Example: operations consulting
For a practice that integrates businesses after acquisitions, we call the COO or leader responsible for the integration and find out which teams and processes still run separately and whether outside support is being considered.
“Which parts of the business are you bringing together first?”
Example: organisational change
For a change and people practice, we call HR directors at companies reorganising teams or leadership, and find out what the new structure asks of managers and where the internal team is stretched.
“Which teams are feeling the restructure most right now?”
Example: strategy
For a strategy practice, we call CEOs and business-unit heads in their first year in the role, and find out what they have been asked to change and who is helping them shape the plan.
“What has the board asked you to change in your first year?”
The handoff
The rep explains why a conversation with your partner would be useful and agrees its purpose with the buyer. Your partner receives the business context, priorities and questions raised on the call.
Your partner leads the deeper diagnosis, recommendations and scope from there. You see the notes behind every meeting we book, and your partners’ feedback on each one decides who we call and what we ask next.
Operations after an acquisition
Your rep
We write the script and prepare the rep around your practice, the business problems you solve and the objections senior buyers raise. Our sales manager reviews selected calls and practises with the rep every working day, so each calling block builds on what buyers actually said.
The rep can talk through an integration, a restructure or a first year in post in the buyer’s own terms, then hand the detail to your partner. We call mobiles, so we reach COOs, HR directors and business-unit heads directly, on the number they actually answer. Your partners stay on client work.
Questions
Want to hear the calls first? Ask for recordings with your free game plan.
The person responsible for the problem your practice solves. That might be a COO for operating performance, a people leader for organisational change, a commercial leader for sales effectiveness, or a CEO or business-unit head for strategy.
Yes. We build the list around the issues your practice solves, and your market work, case studies and research sharpen it. We turn the most relevant insight into a reason to call a specific buyer and exclude existing clients and active opportunities.
Before launch, we agree the company fit, buyer roles and issues that matter. A meeting counts when the buyer has talked through a live issue, such as an integration, a restructure or a new mandate, agreed what the partner meeting is for and accepted a calendar invite. Your partner gets the call context to prepare.
Which buyers we reach, which issues they raise and how your partners rate the meetings. That evidence is what our end-of-sprint recommendation rests on, while the longer opportunities keep moving with your partners.
Request a free game plan. If you want Coseek to run the campaign, we start with a four-week sprint, and ongoing work runs month to month after it. The sprint covers research, list building and rep preparation before Day 1, then 20 calling days. We then recommend whether to continue, change the campaign or stop, based on what buyers said.
Free game plan
Get a free game plan with the companies and buyer roles we’d target, the business issues we’d open with and a complete script built around your expertise.
Prefer to talk it through? Book a call.
