01
Too much still comes back to you
Your team does the work, but progress still depends on your explanations, checks and decisions. Growth adds more questions to your day.
Nogal Operations
I fix the commercial pipe, from first conversation to getting paid.
You sell custom services, so every job needs its own quote. As the business grows, too much of the process can still depend on senior people, from pricing and rewriting proposals to handoffs, delivery and invoicing.
I work with B2B service firms typically generating £2m–£10m a year.
Over 5–8 days, I follow one live deal from request to invoice and write down what actually happens:
- where the work gets stuck
- what still depends on individual people
- where information is duplicated, changed or lost
- which stretch is worth fixing first
If we fix that stretch, the next deal can move without you carrying it through the company yourself.
17 yrs
in B2B commercial ops
Remote
engagements worldwide
EN · FR · ES
fluent delivery
A note from Josué
Most companies start by fixing what feels urgent.
More leads. A better salesperson. Another hire. New software. Sometimes that is exactly what the business needs.
I have also seen companies invest in all four while the work already inside the business was losing clarity, quality, margin and customer trust.
I have spent more than 17 years working across sales, marketing and delivery. That matters because commercial problems rarely stay in the department where they began. An unclear customer request can become a difficult quote, a confused handoff, unplanned delivery work and, eventually, an invoice nobody can confidently raise.
I do not start by assuming the founder, the team or the software is the problem. I start with one real job. I follow what the customer asked for, what was sold, what delivery received, what changed and what finance could invoice.
Experience tells me where to look. The job, the numbers and the customer tell us whether the belief is true.
The problem
The pipe is slow because it lives in people’s heads
02
Busy people, slow deals
Everyone is working, yet a request can spend days waiting between teams. It is hard to see what is holding it up or who should move it next.
03
Every handoff needs explaining
Sales, delivery and finance each know part of the job. Keeping them aligned takes repeated conversations, especially when something changes.
04
More work does not always mean more cash
The team puts in the hours, but getting the full value of that work invoiced and paid takes longer than it should.
The process
How I work
- STEP 1
Walk a live deal
I sit with the people who actually produce the quotes and deliver the work, not only the managers. We follow real jobs through the company. Ideally we include the awkward one: the quote that took too long, the project that changed halfway through, or the invoice that got stuck.
- STEP 2
Write down what actually happens
Over 5–8 days, I reconstruct one live deal from first conversation to getting paid: where it lands, who interprets and prices it, where it waits, what gets copied, what delivery receives, what changes, and when finance can finally invoice. You see what exists, what contradicts, and what only one person knows. That written picture is the Commercial Pipe Map. It is not a theoretical process. It is what actually happened.
- STEP 3
Decide what is worth fixing
There may be several things wrong. The point is not to redesign all of them. I name the one stretch worth fixing first. Sometimes my recommendation will be to leave it alone. If it is worth fixing and you want me to do it with you, we work on that one stretch for 8–12 weeks alongside the systems and people you already have.
- STEP 4
Leave it with your team
We put the change into live work and your team runs the next request without me carrying it. The aim is not to make Nogal part of your operation. It is to remove a dependency from yours.
Reality, not the process on the wall
Most companies already have a process. It is in the CRM, an SOP, a spreadsheet, somebody’s head, or all four at once.
The problem appears when a real job reaches something the process did not anticipate. Someone rewrites the quote. Someone keeps their own spreadsheet. Delivery interprets what sales meant. Finance waits for somebody to explain what happened.
That is the part I am looking for.
Patterns
What the Map usually finds
Every business is different. The same four shapes keep appearing.
01
A price nobody has written down
The team can build the proposal, but it cannot leave until one person reconstructs how the number was reached.
02
Work that starts before the contract does
The search, the design, the scoping. Real hours, no signature behind them.
03
A revenue line quietly switched off
A retainer, a change fee, a minimum. It was in the model once. It stopped being charged and nobody decided to stop.
04
Two pipelines
The one in the system, and the one in the head of the person everybody asks before the meeting.
Offerings
Two ways to work together
Map01
Commercial Pipe Map
5–8 days. One live job, reconstructed from first conversation to getting paid. You receive the Commercial Pipe Map, the dependencies and contradictions I found, and my recommendation on what to fix first, or whether to leave it alone.
Timeline
5–8 days
Investment
£6,500 fixed. Agreed in writing before we start.
Rebuild02
Rebuild
8–12 weeks. We change the stretch identified in the Map, test it on live work, and leave it with the people who will actually run it.
Timeline
8–12 weeks
Investment
From £18,000. 50% to start, 50% on completion. The Commercial Pipe Map is credited in full if you start within 30 days.
Recent work
Recent work
Client names shared on request.
A recruiting firm, Mexico
The founder was the only person who could scope and price a mandate. Searches sometimes started before the contract was signed, so real work went out with no invoice behind it. The retainer had quietly stopped being charged. The pipeline in the tracker and the pipeline in her head were two different pipelines.
Delivered: an intake-to-contract sequence with signature as a hard gate, a pricing structure with the retainer built back in, one pipeline of record, and an assistant that drafts the search brief, the screening and the client shortlist from her own process rather than a generic one.
The US arm of an international group
What the company knew lived in individual inboxes and drives. Any question about a live job went through the managing director.
Delivered: a knowledge audit, one canonical structure for the company's documents and mail, natural-language querying across it, and a weekly rhythm the team runs itself. A plan on Monday, a summary on Friday.
About
I have seen the whole job from the inside.
Josué Molina
Founder, Nogal
I have spent more than 17 years working inside B2B businesses across sales, marketing and delivery.
That has allowed me to see the same customer job from different sides. I have seen what sales believed it promised, what delivery understood, what the customer experienced and what finance was eventually able to invoice.
I have also seen companies work very hard on the wrong problem. The founder acts on experience. The team follows the instruction. New activity begins, but nobody checks whether the customer experience, the quality of the work or the commercial result actually improved.
Experience and instinct matter. I use them to decide what to investigate. Then I test the belief against a real job, the numbers and customer feedback.
Nogal has existed since 2009. Today, it is the independent practice through which I help B2B service businesses see what is really happening between the first customer conversation and getting paid.
Let's talk
If the pipe is the problem, write.
Tell me what is getting stuck. You do not need to diagnose it first. I typically reply within one business day.