Two posts.
Built to book calls.

Unpopular opinion: Your SDR probably isn't the reason your sales are broken.

You might be. (lol)

$850K in client revenue generated.

And the number of founders who hire a setter expecting them to magically fix their sales process is genuinely impressive.

Here's how it usually goes:

→ Founder hits $10-20K MRR

→ Gets tired of answering DMs

→ Hires a setter

→ Gives them a script written in 15 minutes

→ Provides zero training

→ Wonders why they're not booking calls

2 weeks later?

"Yeah, setters just don't work for my business."

Brother.

You handed them a script and a quota and expected them to print money.

At Cetup, we've learned that managing salespeople is just as important as hiring them.

This month alone: 25 calls booked on a two-call close system, 4 deals won, past $30K MRR, 60% of it collected cash.

You need:

✓ Clear qualification criteria

✓ Consistent DM reviews

✓ Actual sales training

✓ Enough lead flow to work with

✓ KPIs that measure more than messages sent

✓ A compensation structure that makes sense

And most importantly?

You need to understand your own sales process before handing it off to someone else.

Delegation doesn't fix a broken business.

It just gives someone else the privilege of dealing with it.

Which one is your team missing?

Happy stacking.

Being great at everything is how you get trapped in your own business.

Ask me how I know lol.

When I was running my web dev agency, I was the sales guy, marketer, account manager and delivery team.

Lovely arrangement.

Except the business couldn't move without me.

And I see the same thing happening with founders doing $10K, $20K, even $50K months.

They're making money.

But they're still:

→ Replying to every DM

→ Jumping on every sales call

→ Reviewing every little task

→ Fixing problems their team should be able to solve

Then wondering why they can't grow.

The answer isn't to just hire more people.

It's to stop being the system.

Here's what I'd prioritise:

1. Document what actually works before delegating it.

2. Build clear KPIs so you're not managing off vibes.

3. Train people on judgment, not just scripts.

4. Review outcomes consistently instead of micromanaging activity.

5. Keep improving the process once you've handed it over.

At Cetup, growing the team has taught me that delegation is not about disappearing from the business.

It's about building something that doesn't require you to be involved in every single decision.

Because making more money is great.

But having the freedom to actually enjoy it?

Even better.

Drop a comment if you're still doing sales calls at $20k+ MRR.

Happy stacking.