Commercial Activation

Team —

Sales at Synapse still lives too much with me and a handful of leaders. Production sees sales as someone else's job, and revenue visibility is episodic rather than rhythmic. All three goals of this initiative — deeper team engagement in sales motions, hitting our monthly and quarterly revenue targets, and eliminating friction between Production and Sales — point at the same root cause: a lack of shared ownership and shared visibility. Commercial Activation is how we turn Synapse from a founder-led sales operation into a team-owned revenue engine, using the EOS mechanics we already run everywhere else in the business.

Each piece of this initiative has a distinct job:

Sales Meetings are the heartbeat. We'll run them L10-style in Ninety.io because we already have the muscle memory — scorecard review, accountability, IDS on stuck deals, cascading to-dos. Strategy and Programs will be in the room alongside ELT, because that's the mechanism for "win together, one team." When Production sits in pipeline reviews, upsell signals in their accounts become their opportunity, not an interruption. Client Health flags are where renewals and expansion get surfaced.

CRM discipline makes the meeting real. The meeting is only as good as the data feeding it. Entering opportunities at the early stages is what makes pipeline review and future-month forecasting substance instead of theater. Activity-based KPIs give us leading indicators so we manage inputs, not just lament outputs at month-end.

KPIs and non-billable hours make it stick. Putting sales KPIs on scorecards makes engagement measurable. Carving out non-billable hour categories for estimating and SOW development removes the structural excuse — no one should be penalized on utilization for helping us sell. This fixes an incentive contradiction we've lived with too long, and distinct N/B codes will finally show us the true cost of sale per engagement.

The Revenue Team buildout creates capacity. Lead Gen feeds the top of the funnel so our weekly meetings review new pipeline, not the same stale opportunities. A Client Services leader owns the expansion and renewal motion — where most of our near-term revenue upside lives given the strength of our client roster.

Finance meetings create understanding. Ops leaders who understand margin, revenue recognition, and NOI stop seeing revenue goals as arbitrary numbers. Financial literacy makes the go-get number meaningful — people can connect pipeline to P&L.

The Bonus Pool Dashboard answers "why should I care." It closes the loop: sales activity drives revenue, revenue funds the pool, the pool pays out to the team. Without it, everything above reads as more work. With it, it reads as shared upside.

The system in one sentence: the meeting creates rhythm, the CRM creates truth, the KPIs and non-billable hours create accountability and remove friction, the new roles create capacity, finance training creates understanding, and the bonus dashboard creates motivation.

— Bobby