Commercial development, consulting & training
We turn commercial strategy into verifiable execution: proprietary sales models, management tools, leader mentoring and digital campuses that sustain the change in the field.
We are an international firm specialized in commercial development, consulting & training.
We design and implement solutions that raise our partners' commercial results, using proven methodologies and technologies.
Since 1995 we have been a strategic ally to laboratories and companies, both national and multinational, in building and developing high-performance sales forces. We support our partners in reaching their business objectives and, in healthcare, in improving patients' lives.
The difference is where we work. We don't hand over a diagnosis and leave. We install the sales model, break it down into observable behaviors, train the leader who will sustain it and leave the tool where it is measured. The project ends when behavior has changed, not when the course is over.
Everything starts with the number: what needs to move, in which territory, with what structure and by when.
Results cannot be managed directly. What you govern are the behaviors that produce them, and those can be observed and measured.
Every expected behavior lives inside an explicit, documented and repeatable model — not in the intuition of your best salesperson.
The model holds if the leader knows how to mentor and each person knows what to improve. That is where it becomes permanent.
Commercial transformation
Organizations face unprecedented challenges that demand transforming their commercial models and strengthening the development of their sales teams.
That requires both the design of models, methodologies, structured processes and effective tools aimed at results, and the focused development of key competencies, team commitment and an execution culture built on high standards and clear indicators.
Only by integrating both fronts — structure, and talent that executes and develops — is it possible to improve commercial performance and secure sustainable results.
That is why our solutions are integral: they transform sales teams, maximize their commercial performance and generate results that hold after the project ends.
There is an approved model, presented at the annual convention and filed away. Nobody translated it into observable behaviors, so every rep runs their own version and no one can say whether it is being applied.
The district manager goes into the field, joins the call and writes a descriptive report. Without a method for observation and structured feedback, ride-alongs don't change behavior: they only document it.
Calls get logged because it's mandatory. The data never feeds territory analysis, never connects to the customer profile or the action plan, and ends up as an administrative cost rather than a competitive advantage.
Quota attainment and coverage get reported, but potential is never separated from trend, and Pareto logic is never applied to territories, channels and customers. The action plan ends up spreading effort evenly across very uneven opportunities.
Two days of workshop, plenty of energy and zero transfer. With no platform, no reinforcement per cycle and no follow-up assessment, the content is gone before the rep is back in the field.
The team is rated on impressions and anecdotes. Without a performance scale or shared criteria, two managers rate the same person differently, and decisions on development, promotion and incentives lose legitimacy.
When these challenges appear, the problem is almost never the people. It's the system around them.
We design and optimize commercial, territory and account models that let organizations adapt to a competitive, shifting environment.
We bring in new concepts, processes, techniques and tools that give sales forces a focus on excellence.
We develop each person individually through situational leadership, mentoring and objective methodologies for evaluation and development.
The process is tied to key performance indicators, securing sustainable, measurable change in commercial execution.
We amplify each person's impact through development that is personalized and performance-driven.
We apply structured processes and objective methodologies that strengthen capability and commitment, improving both individual and organizational results.
What to do
Structured models for sales, leadership, mentoring, territory management and key accounts. We develop customized methodologies that bring structure and clarity to commercial execution.
They include conceptual frameworks, operating models and scorecards that guide the team from prospecting through closing and follow-up.
They are built to increase adoption, standardize field execution and drive planning with a commercial focus.
How to do it
Practical tools, applied skills and field coaching to secure effective execution.
We develop the essential interaction skills salespeople need to connect with customers and create value in every call.
Our programs run on practice with immediate feedback, enabling real transfer of skills into everyday commercial conversations.
Implementing methodologies alongside personalized mentoring accelerates the acquisition of key knowledge and skills, and builds team confidence through practical, sustainable learning.
19% · 22%Companies with formal sales mentoring programs report up to 19% higher productivity and 22% better close rates, reaching notably superior commercial performance.
Standardized processes make execution consistent and efficient across the whole structure, regardless of territory or of each person's level of experience.
Framework
The CDM is the complete map of what determines the outcome of a commercial operation: six components running from strategy to the number. It is the tool we diagnose with, because a gap in any of the six eventually shows up in the sixth.
Select each component to see what it covers
01
Markets · Segments · Categories · Channels · Customers · Distribution · Placement · Products · Pricing · Commercial terms · Territories · Targets and quotas · Promotional strategy · Promotional calendar · Target audiences · Promotional grid and sequence
02
Brand identity: mission, vision, values and personality · Brand design: logo, colors, typography and visual elements · Brand experience · Situational analysis · Strategic objectives and aspirations · Assumptions and key issues · Strategies and tactics · Unique selling proposition · Positioning · Communication strategy and key messages · Q&A and objection handling · Promotional guide and platform · Promotional materials · Samples · A&P · P&L
03
Structure · Areas · Roles and positions · Objectives · Functions and responsibilities · Commercial models and processes · Work plans · Resources and tools · Performance indicators · Incentives
04
Competitive profile · Knowledge and skills · Motivation and commitment · Training · Education and development · Recognition and rewards · Compensation and benefits
05
Operating policies and procedures · Communication of the strategies to execute · Execution quality evaluation · Territory management: business review and action plan · Talent management · Activity control and follow-up · Customer relationship management
06
Sell in · Sell out · Internal sales
Products don't compete in the market: commercial development models do. The company with a more effective and productive CDM than its competitors will steadily take over the market.
What we do
Designed to improve our commercial partners' results by increasing their commercial effectiveness and productivity.
We recruit them, employ them under our own entity, administer them and lead them. The client receives a team already operating, not a list of candidates.
Direct measurement of what happens in front of the customer: coverage, call quality and real adherence to the sales model.
Segmentation, coverage, structure, territory management and incentive models aligned to the profitability of the business.
In-person, digital and blended programs that install a shared methodology that is verifiable and sustained cycle after cycle.
Redesign of processes, indicators and management rhythm to raise productivity per representative and per territory.
Competency-based profiles and structured assessment to reduce turnover from the moment of hire.
An online instrument developed with Mercer that measures five dimensions and orders the development priorities of both salespeople and leaders.
Messages, materials and analytics that connect brand strategy with the conversation at the point of contact.
Our commitment is to help companies increase their commercial results by improving their processes for selling, communicating, developing, retaining and monetizing customers.
Specialized services
This is the service the firm is named after. When an organization needs a sales force in the field and doesn't want to build the structure from scratch, we assemble it in full and answer for it: the people are ours, the commercial result is the client's.
We define the success profile for the role and assess by competency, not by résumé. The team arrives filtered by the same criteria it will later be evaluated against.
People are employed under our own entity, with every employer obligation, benefit and compliance requirement the law demands, under a specialized services arrangement.
We don't hand over staff and disappear. Our leaders direct the team, coach in the field and manage performance with the same models and scorecards we use in consulting.
From day one the team operates with a sales model, a management platform, a training campus and indicators. There is no improvised ramp-up.
A new commercial structure can be operating within weeks, with no headcount to open and no need to build recruiting, hiring and training processes from scratch.
Grow, shrink or close the operation of a line or a territory without that turning into an internal restructuring for the client.
The client keeps the strategy, the brand and the relationship with the market. Operations, people administration and performance management stay on our side.
Sales Force Leasing Operations, S.A. de C.V. operates under the specialized services model, with a current registration in REPSE, the registry held by Mexico's Ministry of Labor. Its registered activities include the coordination and assignment of dedicated personnel for the delivery of projects, which is the legal figure our commercial teams operate under. The registration can be verified in the public registry. REPSE registration no. ACR8920/2025
Intellectual property
We don't adapt generic templates. Each of these models was born inside a real project, was documented, was built into a platform, and today runs across entire commercial structures.
The models are ours. The version that runs inside each company is theirs: it takes their name, their language, their portfolio and their indicators.
We map the current commercial model and the success profile of the role: which dimensions and competencies actually explain results in that business.
We adjust stages, observable behaviors and evaluation criteria to the portfolio, the channel, the customer type and the commercial cycle of the organization.
The model takes the company's name and materials. The team isn't learning an external method with someone else's logo on it: they're learning their own, and they adopt it faster.
It is installed in the platform, connected to territory KPIs and integrated into performance evaluation and, where it applies, into the incentive plan.
Consultative selling model
Our consultative selling model organizes the commercial relationship into three moments — pre-call, call and post-call — and eight stages, each with its own objective. Every stage breaks down into observable behaviors, so adherence to the model stops being an opinion and becomes data.
On this architecture we have built the consultative selling models of national and multinational laboratories, each one customized to its portfolio, channel and customer type.
The model shifts the commercial profile from promoter to salesperson and from salesperson to advisor: someone who analyzes before calling, builds a proposal aligned to the benefit of the customer and of their own end customer, and closes with verifiable agreements.
Direct selling model
For structures selling straight to the end customer, the model works the full cycle of the commercial conversation: prospecting, qualification, needs discovery, proposal, objection handling and close.
The emphasis is on real transfer into the everyday conversation. Every skill is practiced with immediate feedback and reinforced in the field, because in direct selling the result depends on the quality of each interaction, not on theory.
Account management model
For those running key accounts, the model builds the relationship architecture that sustains the year's volume, not just this quarter's negotiation.
It defines who decides, who influences and who executes inside the account; establishes the brand's current position against competitors; and builds an account plan with objectives, commitments and follow-up — not courtesy visits.
Point-of-sale dispensing model
The dispensing model works the moment the recommendation happens at the counter. The buyer doesn't decide alone there: they decide with whoever serves them, and that conversation lasts under two minutes.
We structure that interaction — spotting the need, recommending, supporting the benefit and completing the basket — and connect it to point-of-sale execution: availability, visibility and training for the people who dispense.
Leadership & Mentoring to Secure Results program
We enable Sales Managers to evolve their role: from operational supervisors to leaders who manage performance, develop people and secure business results.
The underlying diagnosis is the same in almost every structure: many leaders run the business but don't manage performance. There is no clear, consistent read of each rep's and each territory's real performance, decisions are made on perception rather than indicators, and there is no structured, practical and realistic process for developing competencies.
Change happens when the chain closes: KPIs feed decisions, analysis sets the focus, securing field execution provides real and objective evaluation, and individual development sustains improvement over time.
Territory management model
The model organizes business analysis into five phases and twelve stages, and forces a separation between two things that are usually confused: potential — how much business is available — and trend — where that market is moving.
Each level is analyzed by category and by geography, cross-checked against quota coverage and real growth, and ends in an integrated diagnosis that drives the territory action plan and the allocation of resources under Pareto logic.
Competency assessment
It measures the person, not the activity. It pinpoints each salesperson's and each leader's current development level and defines where and how to intervene to improve performance.
It is an online instrument developed together with Mercer, a global consultancy in talent and organizational development, and it evaluates five dimensions.
Execution assessment
It measures what happens in front of the customer. It rests on periodic certification of the sales force, covering both knowledge — product, brand strategy, communication, positioning, key messages and competitors — and the application of the selling and supervision methodologies.
Methodology execution is rated through observable behaviors in the field, on a shared scale so that two different evaluators reach the same result for the same person.
The elements to be evaluated and the scoring algorithm are defined together with the commercial partner, so the assessment program is built ad-hoc to their priorities.
Proprietary platform
Kipken covers the full commercial cycle: who to visit, how to prepare, what happened in the call and how the person who made it is developing. The underlying problem isn't missing information — it's that the customer's, the call's and the rep's information never come together.
It works alongside the CRM you already have. It imports your customer universe and the audited consumption data your corporate office already buys, rather than replacing them.
Which customers, on which working day, with or without an appointment. The plan goes to the manager for approval and re-dates itself if the cycle changes.
Before walking in: the customer's category, what they consume, which adoption step each brand is on and which approved message to use.
Agreements, materials delivered and the new adoption level, with a trace of which report moved it and when. From mobile, even without signal.
The manager rides along, evaluates by competency and leaves commitments that the next session picks up, instead of starting from zero.
Who each customer is, where they operate and what relationship they have with your portfolio.
Who to visit first, using the audited data your corporate office already buys.
The cycle work plan, which stops living in spreadsheets and email.
What happens before, during and after every commercial call.
The rep's development, connected to the calls they actually made.
Result and execution measured separately, each figure in its place.
What the team needs to know and what it is allowed to say.
Users, territories, catalogs and business rules that hold up every other module.
Who opens it most
Plans the cycle, arrives with the customer analysis already done and records agreements, materials and adoption level from mobile. Without entering the same thing twice.
Who decides on adoption
Approves the team's cycle plans, coaches in the field and evaluates against the same yardstick. Arrives at the session with previous commitments in view and leaves with the report done.
Who signs
Sees coverage by territory, compares routes, files the scorecard and exports for their own analysis. Also administers the approved content and messages the team uses in the field.
E-learning · LMS
SFL Campus is our online learning platform (LMS), built on technology used by millions of users across more than 241 countries. We design, produce and run campuses branded for each client: not a library of generic courses, but the company's commercial model turned into a learning process with assessment, certification and follow-up.
A platform configured with the client's identity — logo, colors, naming and program structure — plus a customized mobile app so the team can train from a tablet or phone in the field.
Modules built with real interaction: model wheels, flip cards, expanding sequences, profiling matrices and self-diagnostics that force thinking, not just clicking forward.
Branching simulation cases where the participant decides and sees the consequence of that decision. Packaged in SCORM to run on any learning platform.
Product and competency exams applied across the whole sales force, with results dashboards by representative, district and line, and identification of people at risk.
The campus doesn't close when the launch ends. Every commercial cycle has its reinforcement module, its assessment and its link to the territory action plan.
What is learned in the campus is exactly what is observed in the field and what is rated on the scorecard. One shared language across training, evaluation and incentives.
Training is delivered as an in-person workshop, a remote session or a combination of both, depending on how spread out the team is and what kind of skill is being installed.
Every person goes through accreditation before going into the field. Sessions are recorded as evidence of the process and as feedback material, and the commercial partner receives a report of the accreditations completed.
Multiple choice, true or false, matching, drag and drop and other formats, over content in SCORM, slides, PDF, video or audio. Fully responsive, from any device at any time.
Business intelligence
We use Power BI as our business intelligence platform. It integrates the project's different data sources — structure, execution, activity and sales — and turns them into traffic-light dashboards available online, not month-end reports.
Hires, exits, vacancies, exit types and reasons, active headcount by role, state and city. The health of the structure is visible before it becomes a coverage problem.
Certification results by person, district and route, colour-coded against the agreed standard. You can see who masters each stage of the model and who needs coaching.
Sell in and sell out, planogram compliance, end caps, POP materials, additional displays, call coverage and pricing, with year-on-year comparisons.
By line, brand, product, chain, branch, route and point of sale with and without promotion. Plus the customer universe by type, category, frequency and location on a map.
Beyond the standard dashboards we build ad-hoc reports for each project, with the ability to integrate any data source the commercial partner already has available.
How we work
We don't deliver a document. We work alongside our commercial partners until the model is installed, measured and sustained by their own leaders.
A working session with leaders and key stakeholders, strategic alignment and definition of specific requirements. We integrate the models, KPIs, tools and processes the company already uses, and validate the adapted program before starting.
In-person or remote workshops, e-learning for continuous training and enablement on methodologies and tools, with individual accreditation of the concepts applied in practice.
Field training with each leader and 1:1 reinforcement sessions, at a frequency that varies with their development level. Tools are applied on the real operation, not on classroom cases.
Tracking of adoption and performance against the agreed implementation KPIs, identification of adjustments and definition of evolution actions based on evidence.
Reach
Our team has led commercial projects across more than 18 countries in Latin America, in Canada and the United States, and in Europe, with reach extending into Asia and Africa.
Working for a global corporation takes more than translating a manual: it means reconciling headquarters' methodology with the structure, regulation, channel and commercial culture of each market, without losing the consistency the organization needs to compare results across regions.
These are consultants with more than 25 years in commercial, business development and human resources roles, with graduate education in business administration, strategic marketing, corporate finance and AI applied to business.
Implementation runs with local teams, in the language and with the materials of each market, while measurement stays unified: the same observable behaviors, the same scale and the same dashboards across the entire operation.
Specialization
Most of our track record happens in pharma and derma. That means we don't arrive to learn the business: we arrive already knowing the promotional cycle, physician profiling, the pharmacy point-of-sale dynamic and the constraints under which a health product is communicated.
Cycles, promotional grid, key messages per cycle, coverage and frequency by physician category. The models, plans and scorecards are built on that cadence, not on a generic quarter.
The prescription is won with the physician and lost at the counter. We work the medical call, the counter recommendation and the negotiation with chains and distributors as a single system, because the result depends on all three.
Quintiles and prescribing potential, share by therapeutic class, sell in against sell out, brand position by patient profile. Our models feed on those sources instead of asking for everything to be captured again.
Approved materials and claims, clinical backing for every statement, pharmacovigilance and industry codes of ethics. What the team learns in the campus is what it is allowed to say in front of a physician.
That depth doesn't box us in. The methodological architecture is the same and works equally well in consumer, retail, financial services and industrial technical selling, where we have also built complete commercial structures.
Trust
Pharmaceutical, consumer, personal care, diagnostics and financial services organizations that have trusted us with the development of their commercial structures and models.
Each of these projects has its own model, its own language and its own indicators. What repeats is the methodological architecture underneath.
The first measurable behavior changes appear between the second and third commercial cycle, once the model has been trained and leaders are evaluating against the same criteria. Consolidation depends on the size of the structure and the depth of the project.
The architecture is industry-independent: what changes is the content of the model. We have worked with pharmaceutical, consumer, financial services and industrial technical-selling structures. What gets adapted is customer profiling, the value argument and the territory indicators.
No. The design embeds learning into the commercial cycle: short modules in the campus, a reinforcement session with the leader and field coaching during the normal working day. Change happens inside the operation, not outside it.
Yes. Kipken is an option, not a requirement. When a client already has a corporate platform, we adapt the call report, action plan and scorecard formats to that tool, and integrate the campus through the SCORM standard.
The goal is for the client to be left with installed capability: a documented model, their own materials, leaders trained to mentor and evaluate, and dashboards running. Many partners keep a per-cycle coaching arrangement afterwards, but the operation stays in their hands.
We recruit, employ under our own entity, administer and lead the complete commercial structure, under the specialized services model with a current REPSE registration. The client defines strategy, brand and objectives; we answer for operations, people administration and the team's performance management.
Tell us which number you want to move this year and where your commercial operation is stalling. A senior consultant reviews the case and proposes the scope of the work.