The Maple Group
We increase enterprise sales through
proven methodology and disciplined execution.
Sales · Methodology · Execution
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We increase enterprise sales through
proven methodology and disciplined execution.
Most mid-market technology companies share a version of the same failure. When you look closely, three conditions are almost always present simultaneously.
The company hired salespeople before it built a sales motion. Reps are improvising every conversation because there's no common language, no account framework, no structured way to connect the product's value to an enterprise buyer's specific problem. Activity is high. Win rates are not.
The leadership layer was built to manage, not to build. They were promoted because they could sell. The skills that earned them the role aren't the skills the role requires — and nobody modeled the difference. They run the team they inherited, manage to the number, and move on. The system never asked for more.
The enterprise sales infrastructure simply doesn't exist. No framework for building a compelling hypothesis of value. No structured meeting methodology. No pilot architecture that converts interest into commitment. The company is trying to win enterprise deals with mid-market tools.
Pipeline looks healthy. Forecast accuracy is poor. Individual performers carry the number. The business is dependent on one or two key people — and nobody can explain exactly why they win when they win.
For any technology company, a business that cannot demonstrate a repeatable, scalable enterprise sales motion will hit a ceiling — regardless of how strong the product is. The deals get bigger, the cycles get longer, and the team built for self-serve and mid-market can't keep pace.
A sales motion that lives inside one or two key people is not an asset. It is a liability. And a team that doesn't trust its leadership will never perform beyond what's being inspected.
Strong product with real market demand · Growing revenue
No repeatable enterprise sales motion · Win rates of 20–25%, half the benchmark · Individual performers carrying the number · Pipeline dependent on 1–2 key people
We deploy a complete GTM operating system across five services — from building the sales motion and enabling the team, to developing leadership, coordinating strategic deals, and sustaining the system after installation. Each service is designed to work independently, or as part of a full-suite engagement.
Enterprise methodology tailored to the company's market and buyer. A common language, structured account approach, and value framework that holds up in real buying processes.
The tools, frameworks, and assets that turn an average rep into a credible enterprise seller: hypothesis of value, meeting methodology, pilot architecture, competitive positioning.
Train existing managers to build trust, not just manage activity. Place new leaders where gaps exist. Leave behind a team that runs the system independently — and speaks truth upward.
For technology companies pursuing $10M+ strategic deals. A dedicated, cross-functional team — five roles, five phases, one coordinated motion — deployed on the deals that can't afford to be treated like the rest of the pipeline.
SET ProgramAn ongoing engagement that reinforces, inspects, and evolves the GTM operating system after installation — ensuring what was built continues to perform as the business scales.
For technology companies pursuing $10M+ TCV opportunities, the 90-day GTM installation creates the foundation — but winning those deals requires something more. SET is a dedicated, cross-functional program that coordinates the right people, at the right time, on the right deals. Five roles. Five phases. One gate-driven motion from Discover to Execute. The system is the strategy — every deal moves through the same phases, the same hard gates, the same artifacts. No improvisation, no hero plays.
Seven workstreams produce the Executive Intelligence Brief and Technology Stack Map — the inputs that power every artifact downstream.
The Hypothesis of Value is built and scored. ERA grades the deal across the seven workstreams — Ready, Gap, or Remediate — without a binary pass/fail.
The Five-Meeting Architecture moves the deal from hypothesis to commitment. One objective per meeting. Hard gate before the next is scheduled.
Five Commercial Mechanisms structure the deal so the customer can say yes. Term-sheet narrative built for procurement and legal.
Twenty-four-month roadmap from pilot to full platform. Hard gates between phases. Displacement credit triggers embedded in the contract.
Designed and proven at scale inside Cisco and Lumen. SET is a fully-built program — framework, team structure, ERA scoring system, and phase playbooks — ready to activate.
Most companies see meaningful gains in the weeks following a 90-day GTM installation. Then something predictable happens. Without reinforcement, the methodology lives in decks — not in daily behavior. Win rates plateau. The system quietly erodes.
Structured review of the sales motion in practice. Identify where the methodology is holding, where it is drifting, and what needs reinforcement at the rep and manager level.
Motion calibration against market shifts. New hire integration review. Deal review cadence audit. Leadership alignment session every 90 days.
Live deal strategy, competitive positioning updates, rep performance intervention, and manager coaching on specific gaps — as needed, when needed.
Deployed across two large enterprise environments. The results were consistent in both.
In markets where 20–25% is considered strong performance.
Sustained through leadership transitions, market shifts, and competitive pressure.
Consistent across both deployment environments.
We don't go opportunity by opportunity. We engage with executive teams — CEO, CRO, board, or an investor when the introduction makes sense — and deploy a single methodology consistently across the business.
When leadership commits at the top, the company engages differently. There is no vendor evaluation. The methodology deploys consistently across every team that needs it.
Faster path to revenue — compress 2–3 years of GTM trial and error into 90 days.
Predictable revenue at scale — prove the sales motion scales before the next milestone — round, exit, or growth target.
Eliminate key-person dependency — build a system that survives individual departures.
Competitive moat — a GTM capability your competitors cannot replicate quickly.
We partner selectively with technology companies that see this pattern in their own business and want a systematic answer. If your enterprise sales motion isn't scaling the way the plan assumed — this is the conversation worth having.