The construction company was facing challenges with a new sales division, including unrealistic goals set by the micromanaging co-owner that discouraged sales reps. The co-owner attended most sales calls, dominated conversations, and took credit for sales. A consultant was brought in to implement a sales strategy, process, and infrastructure including a sales assessment, CRM, proposal templates, and new pay plan. This resulted in a tenfold increase in the sales pipeline and over 700% revenue growth within the first six months, solving the client's problems and allowing the business to focus on growth.