LID PARTNERS · LISTEN. INTEGRATE. DELIVER.

The work explained, not just the result announced.

Work across sales management, production, finance and people, with clear context, deliverables and limitations.

Cases are anonymised and based on engagements described by LID. Deliverables do not equate to proven financial results. We do not publish metrics without validation.

ICP and priority channels
Pipeline and stage criteria
Playbook and training

SALES

A sales team with a shared process.

From priority markets to the playbook that guides the team every day.

Context: Sales organisation and approach to market.
Problem: The project focused on reviewing the sales organisation and its approach to market.
Analysis: Strategy, sales stages and review criteria needed a common foundation.
Intervention: We redefined the go-to-market strategy, ideal customer profile, channels, sales process and pipeline stages. We worked on team structure, training and the sales playbook.
Result: what was delivered: A documented process, shared criteria and indicators to track sales activity and its relationship with the P&L.
Limitations: Changes in sales and margin are not quantified in this case. Consistent use of the process requires ongoing team support.

Quoting
Production and rework
Costs, margins and capacity

OPERATIONS

From quoting to the factory floor.

An application connecting the team’s work with management information.

Context: Quotations and production in an industrial operation.
Problem: The challenge was to digitise quoting and production, organising how work and costs are tracked.
Analysis: The process needed to connect operational records with insight into costs, rework and capacity.
Intervention: We built a web application with a simple operational interface and dashboards for management to track production, rework and costs that were previously difficult to identify.
Result: what was delivered: An information base for analysing margins, capacity and production organisation using the team’s records.
Limitations: Indicators depend on record quality. We do not report cost or lead-time reductions without validated measurement.

P&L and financial statements
Revenue and profitability
Customers and suppliers

FINANCE

Business numbers connected to decisions.

P&L and dashboards that make performance easier to track.

Context: Monitoring profitability and business performance.
Problem: The work began with a need to monitor the business, profitability and customer and supplier performance.
Analysis: Financial information needed to be organised into a useful view for comparing performance and supporting decisions.
Intervention: We structured P&L, financial statements and management dashboards to organise revenue, profitability and customer and supplier information.
Result: what was delivered: Organised information to compare performance and support decisions. Indicator freshness depends on source data updates.
Limitations: The analysis remains current only when its sources are updated. No quantified financial impact is published.

Requirements and advertising
Screening and interviews
Starting work

PEOPLE

From the right profile to joining the team.

Recruitment support, from requirements to the first day.

Context: Recruitment and onboarding.
Problem: Clients needed support to structure and carry out recruitment.
Analysis: The process needed explicit criteria and stages, from defining the role to welcoming the person into the team.
Intervention: We supported requirements definition, job advertising, screening, interviews and preparation for the start of employment, working with each client.
Result: what was delivered: A supported process with stages and criteria to help selection and onboarding.
Limitations: The final hiring decision belongs to the client. Onboarding and performance need support after the person joins.

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