Some sales challenges are not caused by lack of talent, activity, or market opportunity. They come from complexity.

That was the case for SimWell, a simulation and digital twin software consulting firm serving clients across manufacturing, government defense, and other industries. SimWell delivered exceptional value, but every conversation changed with the industry, the buyer, and the problem, which made consistency hard.

That complexity had real consequences. After completing a successful engagement at one plant within a large national client network, SimWell’s engineers moved on to the next project. Eleven more plants in that same network went unpursued. Not because the opportunity lacked value, and not because the team lacked technical credibility. The issue was that recognizing and pursuing expansion was not yet part of a shared, repeatable sales process.

Each engagement looked different. Each buyer problem had its own context. Each conversation required technical expertise, business understanding, and a clear sense of what the buyer was trying to accomplish.

That kind of sale is difficult to teach, inspect, and scale, especially across an 80-person remote engineering team.

[READ THE CASE STUDY]

A Sales Process Built Around Buyer Behavior

SimWell already had a sales process in HubSpot. But when Managing Partner Jon Santavy worked through it with Funnel Clarity Co-founders Tom Snyder and Jill Ulvestad, something became clear: what they had was not built for the complexity of their sale. It was built around what sellers assumed, not what buyers actually do.

Over two years, Funnel Clarity helped SimWell rebuild its sales approach layer by layer, including:

• Consultative selling training for the sales team and engineers involved in sales conversations
• A ground-up sales process redesign built around buyer behavior
• Metrics and incentive structures tied to meaningful selling behaviors
• An account expansion framework to help the team identify growth opportunities inside existing accounts
• Ongoing coaching and deal inspection, which Jon now describes as the piece that makes the rest of the work stick

Funnel Clarity also earned something that is harder to buy: trust from a room full of engineers.

“Engineers don’t want to be salesy,” says Funnel Clarity Founder Tom Snyder. “What earns their trust is that our process is grounded in research, not opinion.”

The most tangible outcome of the engagement: 80 globally distributed team members now share a common language for deals. They describe stages the same way. They diagnose stalls the same way. When Jon sees a deal stuck in the pipeline, he works through the framework with the rep. The answer, he says, is almost always in the same place: something was skipped.

And those eleven plants? They represent exactly the kind of revenue SimWell is now equipped to find and pursue, inside accounts they’ve already won.

What started as a request for sales training from Funnel Clarity has grown into SimWell’s largest and most comprehensive engagement.

Read the Full Case Study

If your company’s value is hard to communicate consistently, SimWell's story is worth your time. Read the full case study to see how Funnel Clarity helped SimWell build a shared sales language, align a large remote team, and uncover expansion opportunities inside accounts they had already won.