Programs

Sales · Facilitator-led

Sales Onboarding

The company, the product and the first calls, in seven rooms over four weeks.

A four-week program for new sales hires in their first month, assigned by the sales manager who hired them or an enablement lead, built on Renatus. One research room and six simulation rooms · Four weeks, one or two rooms a week, with the product manual attached · Unlimited attempts · Ongoing thereafter.

4 weeks · 7 rooms · Total time 45 min

Who it's for: New sales hires in their first month: account executives, business development and inside sales reps, field reps and sales engineers who have never sold this product; one hire or an intake.
Cadence: 4 weeks
Format: Facilitator-led
Program sessions: 4

Who it's for

New sales hires in their first month: account executives, business development and inside sales reps, field reps and sales engineers who have never sold this product; one hire or an intake.

Output

A sourced profile of the employer with a confidence rating on every section, and the prospect questions the hire needs an answer to before the first call
A scored report after every simulation, with the moment that earned each score and one recommended focus, and every product answer checked against the manual in three rooms
A trajectory across every attempt, with Product Knowledge Drill retaken at ninety days on the same settings, and for the manager a Ren summary of each hire and a team report
Scored against published frameworks: Enterprise Deal Qualification and Consultative Question Sequencing for Sales Discovery; the other five simulations score against their own published rubrics, and the company report rests on named, cited sources

Program contents

Company knowledge — Company Profile
Product fluency · Opening the conversation — Product Knowledge Drill · Phone Cold Call
Running discovery · Showing the product — Sales Discovery · Product Demo
Handling objections · Asking for commitment — Objection Handling · Closing and Commitment

How the program works

The rooms

Company Profile

Research

Set-up: the name of the company to profile, the geographic region or country where it primarily operates, and the hire's relationship to the company, which is new sales hire.

Product Knowledge Drill

Simulation

Calibration: role title, product tenure (first month, first year, experienced or product specialist), industry or sector, and a brief description of working context; the organisation website and the designated sales reference as options.

Phone Cold Call

Simulation

Calibration: role title, sales role (BDR or SDR, AE, Senior AE or Enterprise rep), industry or sector, and a brief description of working context; the organisation website as an option.

Sales Discovery

Simulation

Calibration: role title, sales role (BDR or SDR, AE, Senior AE or Enterprise rep), industry or sector, and a brief description of working context; the organisation website as an option.

Product Demo

Simulation

Calibration: role title, demo role (sales engineer, AE, product specialist or founder), industry or sector, and a brief description of working context; the organisation website and the designated sales reference as options.

Objection Handling

Simulation

Calibration: role title, sales role (BDR or SDR, AE, Senior AE or Enterprise rep), industry or sector, and a brief description of working context; the organisation website and the designated sales reference as options.

Closing and Commitment

Simulation

Calibration: role title, sales role (BDR or SDR, AE, Senior AE or Enterprise rep), industry or sector, and a brief description of working context; the organisation website as an option.

Why this program exists

A new sales hire is expected to sell a product they have never sold to buyers they have never met, within weeks of arriving. This program prepares them through research and simulation, run by the sales manager who hired them. Ren researches the company from public sources so the hire sees it the way a prospect does, then plays the buyer at every stage of a first deal: the sceptical prospect who checks every claim against the manual, the buyer who answers the phone busy and unimpressed, the demo audience with three priorities they have not named, and the late-stage buyer who likes everything and commits to nothing. Every scene is built from the hire's role, product and market, and moves with what they say.

What you'll achieve

A sourced profile of their employer with a confidence rating on every section, and the three things a prospect could find that the hire needs an answer to
Rehearsal of every stage of a first deal, from the product question to the ask, with a buyer who pushes back and a manual that checks the answers
A scored report after every simulation: each dimension with the moment that earned its score, strengths, development areas, blind spots where the evidence shows them, and one recommended focus
Unlimited attempts at every room, each a different scene calibrated to their current role, scored on the same dimensions and charted against every attempt before it

At a glance

Who it's for: New sales hires in their first month: account executives, business development and inside sales reps, field reps and sales engineers who will demo. Every simulation calibrates to sales role, product tenure or demo role, so one intake can hold a BDR and a senior AE and each meets a buyer built for their level. It is assigned by the sales manager who hired them or an enablement lead, and runs for one hire or an intake. It assumes the hire has never sold this product, and that the company has a product manual, price list or battlecard to attach.
Cadence: 4 weeks
1: Company knowledge · Company Profile · Read the reputation section; read the three things a prospect could find
2: Product fluency · Opening the conversation · Product Knowledge Drill · Phone Cold Call · Read Accuracy and Handling the Unknown; read Opener and Brush-off Handling
3: Running discovery · Showing the product · Sales Discovery · Product Demo · Read Listening and Disqualification; read Priority Discovery and Honesty on 'Can It Do X?'
4: Handling objections · Asking for commitment · Objection Handling · Closing and Commitment · Read Explore Before Responding and Response Truthfulness; read Holding the Ask; read the Ren summary; set the ongoing plan

Session by session

Week 1: Company knowledge

Know the company the way a prospect who looks it up does, before the first call with a buyer who has.

Company Profile

Week 2: Product fluency · Opening the conversation

Answer a sceptical prospect accurately about what the product does, what it costs and where it stops

Product Knowledge Drill Phone Cold Call

Week 3: Running discovery · Showing the product

Find the real problem behind what the prospect says

Sales Discovery Product Demo

Week 4: Handling objections · Asking for commitment

Explore an objection before answering it, and keep every answer true to the manual

Objection Handling Closing and Commitment

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability