For years I have struggled to create a predictable new business system for our company.

We’ve tried trade shows, cold calling, and content marketing at scale. Any successes with these were rarely repeatable and never scaled above ‘relationships.’ Then I read The Machine. This application of the Theory of Constraints to business-to-business sales and having Justin Roff-Marsh come to consult with my team have been eye-opening.

From starting his program in February, in less than ninety days, we have had 14 requests for meetings from prospects, and our first proposal is going out this week.

Without hesitation, I recommend Justin to any business, small or large, that wants to increase sales and systemize workflow.

We are a small bookkeeping and accounting practice used to time billing.

We have moved to project-based fees under the guidance of  Ballistix (Justin's company). Our existing client base embraced the new billing system, which allows them to manage their cash flow. Our clients can liaise with us when required without the fear of additional fees, and I would add that our clients don’t abuse this – they are as busy as we are and only contact us when the need arises. Systems were then tailored specifically to our organization to manage the workflow freeing up the capacity to embark on a marketing campaign and the ability to take on new clients.

I can’t speak highly enough of them and consider the money we spent with them to be the best investment I have made.

The day Justin Roff Marsh walked into the offices of Drake International, he could see immediately that its sales force was operating at below optimum. In reality, Drake was suffering from two core problems.

Firstly, chronic multi-tasking of the sales force which gave the perception of activity, but with no measurable increase in new business.

Secondly, Drake lacked the ability to communicate with potential clients at an executive level. This was a result of the Drakes’ loss of reputation as leaders in recruitment. As a consequence of this market perception, Drake was stuck pitching to middle and lower-management clients almost exclusively.

After lunch with Justin, I walked away thinking, “you know what…that guy’s onto something!”

We re-examined our priorities and started to take steps towards freeing our salespeople to do what they do best, sell…and got instant results!

Our business became busier because our salesperson was seeing more people! We were doing more proposals, and finally, the company was managing the relationship with the customer – not the salesperson.

Orders are now increasing, and we have a focus – each day, each of us understands what we’re doing, and there’s no time wasted talking through the process over and over again. We now get proposals out in a day, not a week, and we control margins and effort, not the salesperson. We are tackling more complex tasks that they would never have gotten to before, and it’s paying off in stock movement.