A CRM is only worth what your team actually types into it
Built around the four fields a salesperson will fill in on a phone between meetings, and nothing that has to be filled in afterwards.
The product, in four numbers
What is in it
Three things, and each one is defined as much by what it refuses as by what it does.
A record you can fill in on a phone
Who, what, when next, and one line of what happened. Everything else is optional and collapsed behind a tap. It is the whole design and it is why the median call takes forty seconds to log rather than four minutes.
A pipeline that is not a spreadsheet
Stages you name, deals you drag, and a total that updates. There is no weighted forecast, because a probability figure typed by an optimistic salesperson is a number that looks like data and is not.
Follow-ups that chase you
The one automation in the product: if a deal has had no contact in the window you set, it appears at the top of somebody’s morning. Nothing else fires, nothing sends an email on your behalf and nothing changes a record by itself.
Who it is for
Three shapes of sales team. The third is the one we turn away most often.
People who are not at a desk
Dealer visits, site calls, a car and a phone. The record was designed for this case first and everything else inherited it — which is why the desktop version looks sparse to anybody who has come from a CRM built for an office.
A phone and a list
High call volume, short cycles and a follow-up window measured in days. This is where the morning queue earns its place, and where teams tell us the forty-second record is worth more than any report.
Where we are the wrong answer
Twelve-month cycles, six stakeholders and a bid document. That process genuinely needs custom fields, approval chains and the reporting we have refused to build. We will say so on the first call rather than three months into a rollout.
Who it is, what it is worth, when the next contact is, and one line of what happened. Those four are required and nothing else is. A salesperson can complete a record at a traffic light, which is where a great many of them are completed.
Everything else: source, competitor, decision maker, notes, files, a custom field or two. All of it exists, all of it is collapsed, and none of it blocks a save. Optional fields get filled in by the people who find them useful and ignored by the people who do not, which is the correct outcome.
More required fields, weighted forecasting and activity quotas. We decline all three and explain why on the call: the version with twelve required fields is the version that is empty by March, and a quota on activity produces activity rather than sales.
Moving from another CRM
About a week. Most of it is deciding what not to bring.
Export from wherever you are
Every CRM worth leaving will give you a CSV. We take it as it is rather than asking you to reshape it, because a migration that starts with homework is a migration that stalls.
Decide what not to bring
This is the real work and it takes an afternoon. Most teams arrive with sixty fields and leave with nine, and the argument about the other fifty-one is the most useful conversation of the whole project.
Load into a parallel workspace
Your data, in the real product, alongside whatever you are still running. Nobody switches yet and nothing is cancelled — you use both for a week and find out on your own deals.
Switch, and keep the old export
You keep the CSV. We keep nothing you have not given us and we do not need access to your old system at any point, including this one.
From teams that switched
Our last CRM had forty fields and about nine of them were ever filled in. This one has four and they are all filled in, which means the pipeline number on a Monday is a number I can take to a board meeting.
The morning queue is the only automation and it is the only one I wanted. Every other product tried to sell me sequences that email my prospects while I am asleep, which is not a thing I would like to happen.
They spent twenty minutes of the first call explaining what the product cannot do. We bought it that week, largely because of those twenty minutes.
Before a walkthrough
Three answers that save a call, and one of them is a reason not to buy.
Can we add required fields?
No. It is the most requested change and the one we are most confident about refusing: every rollout we have seen fail, failed because the record got longer. Optional fields are unlimited, and in practice the useful ones get filled in by the people they are useful to.
Is there a forecast?
There is a pipeline total by stage and there is no weighted forecast. A probability typed by the person whose bonus depends on it is not a measurement, and a report built on one is worse than no report because it looks like evidence.
What does it cost?
A flat monthly figure for the workspace, not per seat. Adding a salesperson costs nothing, which matters because the alternative is a manager deciding whether somebody is worth a licence — and the people who get left off are exactly the ones whose activity nobody can then see.
Bring your own CSV to the walkthrough
Forty minutes, your real data in a parallel workspace, and an honest answer about whether your sales process is the shape this product is for.