FAQ: SalesMachine B2B Sales System

SalesMachine is a proprietary B2B sales system that Łukasz Zjawiński created based on years of working with owners of service companies and growing his own ventures. It’s not a training. It’s not a course. It’s a coherent system that helps a company move from sales based on the owner’s intuition to sales based on a repeatable process.

In practice, SalesMachine is a methodology for building a sales system tailored to a specific company. It covers strategy (who we sell to and why), process (how we take a client from first contact to a decision), tools (CRM, proposals, materials, spreadsheets, applications) and measurement (how we know it’s working).

At TechMine we work with clients on a retainer model: regularly, over months. Not because the system is complicated. Because changing the way a company sells takes time, implementation and correction. A one-off training won’t do it.

SalesMachine came about because we see the same pattern in dozens of companies. The owner sells well. The company grows. At some point the owner can’t keep up. They hire a salesperson. The salesperson doesn’t deliver. The owner thinks the problem is the people. But the problem is that there’s no system that would work without the owner.

Training teaches techniques. SalesMachine builds a system.

A typical sales training lasts a day or two. Salespeople learn negotiation techniques, closing, handling objections. They go back to work motivated. Two weeks later everything is back to normal. Because the training changed their knowledge, but it didn’t change the environment the salespeople work in.

SalesMachine starts from the other end. Not with the salesperson’s techniques, but with the company’s foundations. Who the client is. What the sales process looks like. What the salesperson should do at each stage. What the pillars of communication are. How to measure results. Only when these elements are in place do the salesperson’s skills start to matter.

The difference is like the one between teaching someone a swimming technique and building a pool. Technique matters. But without a pool there’s nowhere to swim.

A training ends after two days. SalesMachine is work over months, with regular sessions, implementation, corrections and measuring results. Because a sales system isn’t created in a training room. It’s created in daily work with clients.

For owners of B2B companies who have a working business but no scalable way of selling.

Typical profile: a software house, a marketing agency, a specialized knowledge-based firm, a technology company. A team of 10 to 50 people. The company has been around for several years, has clients, has a reputation. But sales and the company depend on the owner, rest on referrals and aren’t repeatable.

The owner is intelligent, skeptical of marketing babble and isn’t looking for magic solutions. They’re looking for someone who understands their situation and will help change it in a way that makes business sense.

SalesMachine isn’t for companies in crisis. I’m not a rescuer. I work with companies that work, but could work better. The difference is this: a company in crisis needs firefighting. The company I work with needs a growth architecture and all the tools to make that growth happen.

Yes. And often that’s the best moment to start.

Because if you don’t have a salesperson, it means you sell yourself. And before you hire someone, you need to know what that person will be doing. What process they’re supposed to follow. Who they’re supposed to call. What they’re supposed to say. How they’re supposed to qualify leads. When to send a proposal.

Most companies hire a salesperson before they build a system. They give them a CRM and say “sell.” Three months later the salesperson isn’t delivering. The owner thinks they picked the wrong person. They hire a second one. Same result. The problem isn’t the people. It’s that there was nothing to implement.

SalesMachine in a company without salespeople means building a system that can later be handed over to a new person. You define the client, build the process, prepare the tools. Only then do you hire. And the new salesperson knows what to do from day one.

That’s the reverse of the order most companies are used to. But it’s the order that works.

SalesMachine rests on five pillars that together form a sales system.

Strategy. Who your client is. What problem they have. What convinces them. What we don’t do. These are decisions most companies have never consciously made. And everything else depends on them.

Process. What the client’s path looks like from first contact to signing the contract. What stages they go through. What has to happen at each of them. How to tell a promising deal from a dead one.

Tools. A CRM that actually gets used. Proposal templates that answer the client’s problem. Applications that streamline work and automate what’s worth automating. Materials that support sales conversations. It’s not about the number of tools. It’s about implementing what will work.

Communication. Conversation algorithms, frameworks for writing messages, techniques and tactics for communication, negotiation and dealing with objections in sales. We fill the whole process with the right content. We don’t create scripts, only frameworks and communication guidelines.

Measurement. What we measure, how often and what follows from it. Pipeline, conversion by stage, sales cycle, client acquisition cost. Without measurement you don’t know what to improve. With measurement you see where the system works and where it clogs up.

These five pillars don’t work separately. Strategy determines the process. The process determines the tools. We fill the tools and channels with the right communication. Communication generates data for measurement. Measurement verifies the strategy. It’s a loop, not a list.

The Value Triangle is a sales communication framework that is part of SalesMachine. It consists of three elements: Problem, Result and Solution.

The Problem is the client’s situation seen through their eyes. Not your diagnosis. Their experience. What frustrates them, what isn’t working, what they’d like to change.

The Result is the state the client wants to reach. Not your service. The change they want to see.

The Solution is how you take them there. Your methodology, process, tools. It’s the only element that talks about you.

In SalesMachine the Value Triangle is applied everywhere. In website communication: we start with the client’s problem, not a description of services. In sales conversations: the salesperson first diagnoses the problem, then shows the result, and only then proposes the solution. In proposals: the first page talks about the client, not about the company.

Why does it work? Because most B2B companies communicate backwards. They start with the solution. “We implement CRMs. We run trainings. We build processes.” The client listens and doesn’t know whether it’s for them. The Value Triangle reverses that order. And suddenly the client sees themselves in what you’re saying.

The SalesMachine system consists of elements that together form a repeatable way of running sales. It’s not a list of tools. It’s an architecture.

Ideal client definition: who we’re looking for, who we don’t serve, what problem we solve.

Value proposition based on the Value Triangle: how we communicate what we do in a way that speaks to the client’s situation.

Sales process: the stages from first contact to decision, with clear criteria for moving between them.

Qualification model: how we tell a good lead from a weak one before we spend time on it.

Proposal or demo structure: a structure that answers the client’s problem instead of describing the company’s services.

Pipeline and sales cycle: regular review of deals, next steps, clearing out dead opportunities.

Metrics: what we measure to know where the system works and where it clogs up.

Individual work based on a ready-made framework.

The framework is fixed: the pillars, the structure, the implementation sequence. That doesn’t change. But what gets created within that framework is unique to each company.

The ideal client definition in a software house looks different than in a consulting firm. The sales process in an advertising agency may have different stages than in an implementation company. A technology company’s value proposition sounds different from an advisory firm’s.

That’s why SalesMachine doesn’t work as a self-paced course or a downloadable document. It works as a collaboration. We work together on every element. I bring the framework and experience from dozens of companies. You bring knowledge of your market, your clients and your team.

The result is a system that is yours. Not mine. Tailored to your company, your industry and the way you work. I help build it. You own it and use it.

The foundations come together within three to four months. Full implementation with corrections and stabilization: six to twelve months. Longer if the situation requires it.

The first two months are diagnostics and strategy. Who the client is, what the value proposition is, what we don’t do. Approach tactics, channels. This is the stage of decisions that determine everything that follows.

Month three is building the process and the tools.

Months four to six are implementation and corrections. The system starts working in real conditions. The first data appears. You can see what works and what needs fixing.

From month six the system starts to stabilize. The owner works according to the process. The pipeline is up to date. The metrics show trends. You can start optimizing.

I don’t promise a revolution in three weeks. I promise that after a few months the company will have something it didn’t have before: a written-down, measurable, repeatable way of selling.

I don’t promise “300% sales growth in a quarter.” Anyone who promises that is lying or doesn’t understand how B2B sales works.

What really changes:

Predictability. After implementation you know how many active deals you have, what stage they’re at and how many you’ll close next month. Instead of guessing, you have data.

Independence from the owner. Sales stops relying solely on personal contacts and networking. The process works regardless of who runs it.

Higher conversion. Not because the salespeople suddenly get better. Because they talk to the right people, about the right problems, at the right moment and in the right way. The typical improvement in closing rates I see with clients is 3-4 times better within the first year.

Better deals in the pipeline. Qualification means salespeople don’t waste time on leads that aren’t promising.

Peace of mind for the owner. This is a result that’s rarely talked about. When you know sales works without your daily involvement, you can take care of the company. Not of putting out fires.

A sales director manages people. SalesMachine builds a system.

A sales director joins the company and finds the situation as it is. They’ll often improve some metrics, but they work on paths already beaten, on the existing client base, in defined markets. Entering new segments is usually a serious challenge, especially if the company itself is at a stage where there’s no certainty about the fundamentals and the business model.

Building sales in a company that relies mainly on its owners takes a much broader view than just sales techniques and tactics. It takes an understanding of the business and its stage of maturity, forming hypotheses and testing them.

And it costs 15 to 30 thousand PLN a month before they deliver anything.

SalesMachine builds the system together with the owner. A system tailored to this specific company. One that stays even when the engagement ends. And one that can later be run by a sales director, but a director who joins a company where the process already exists.

The most common scenario I see: a company hires a sales director because it “needs someone to sort out sales.” Six months later the director leaves, because there were no foundations to work on. The company loses money and time. And it’s in the same place as before.

SalesMachine creates the foundations. A sales director can build on them. The reverse order works much worse.

Yes. That’s the main group of companies I work with.

Software houses, marketing agencies, digital agencies, implementation companies, firms built on specialized knowledge: these are companies that share the same pattern. The owner built the company on their own competence and relationships. Sales rested on them. The company grew to 10, 20, 40 people. And at some point the owner discovered they were the sales bottleneck.

SalesMachine is designed for this type of company. Not for SaaS. Not for e-commerce. For B2B service companies that sell the team’s knowledge, time and competence.

What’s specific to these industries (a long sales cycle, no standard product, project-based pricing) is built into the framework. You don’t have to adapt a sales model from the product world to your reality. SalesMachine was built in that reality.

Łukasz Zjawiński, founder of TechMine.

I’ve been running TechMine for years, working with owners of B2B companies on building sales systems. SalesMachine came about not as a product to sell, but as a response to a recurring problem I saw in hundreds of entrepreneurs.

The pattern was always the same. The owner sells well. The company grows. The owner can’t keep up. They hire a salesperson. The salesperson doesn’t deliver. The owner thinks the problem is the people. But the problem is the lack of a system.

SalesMachine is the codification of what worked for my clients and in my own companies. Not textbook theory. Practice from working with companies that moved from intuitive sales to systematic sales.

SalesMachine isn’t an online course for thousands of people. It’s one-on-one work with an owner who wants to change the way their company sells and build a lasting growth mechanism.

Because the problem I solve isn’t a one-off problem. It’s systemic.

A company that has no sales system doesn’t have one problem. It has twenty problems that feed each other. It doesn’t know who its client is, so salespeople talk to everyone. It has no process, so every deal looks different. It doesn’t measure results, so it doesn’t know what to improve. It has no proposal template, so every proposal is often written from scratch.

A negotiation training won’t solve the problem of missing lead qualification. A proposal-writing workshop won’t solve the problem of bad positioning. Every one-off action works on the symptom, not the cause.

SalesMachine addresses the cause. It builds a system in which all the elements work together. Strategy shapes the process. The process determines the tools. Tools and communication generate data. Data verifies the strategy.

That’s why SalesMachine isn’t a one-day burst of effort. It’s work over months. And that’s why it works: because it changes not one thing, but the way the company thinks about sales.

SalesMachine works on a monthly retainer model, preceded by developing a strategy. I don’t publish a specific price, because the scope of the engagement varies from company to company: its size, sales maturity and goals.

It’s an investment comparable to a fraction of the cost of hiring a sales director. And a sales director costs 15 to 30 thousand PLN a month plus overhead, needs 3 to 6 months to get a grip on the situation and may leave. The system we build together stays in the company, and you’ll be able to replicate it in another organization or when you change the company’s profile.

The best way to find out whether it makes sense for you is to book a free consultation. I’ll get a sense of where your company is and tell you whether SalesMachine makes sense in your situation. If it doesn’t, I’ll say so directly. I don’t sell something that won’t work.

One thing is certain: the cost of not having a sales system (lost deals, the owner’s time spent putting out fires, salespeople who don’t deliver, unpredictable revenue) is always higher than the cost of building one. The question is when you’ll decide to make that investment.