Should I hire a salesperson or fix lead qualification first?
Look at what happens to your existing opportunities before deciding. If good-fit prospects consistently reach a useful sales conversation and your team cannot give them enough attention, another salesperson may help. If much of the work involves chasing unsuitable inquiries or tracking down missing information, improve that process before asking someone new to take it over.
Start with a few recent customers you would gladly work with again. What made them a good fit? Consider the work your team does well, the margin it earns, and the time and attention delivery requires. Compare those customers with the opportunities consuming your sales effort now. More activity will not necessarily help if it brings more of the wrong work.
Next, follow an opportunity from first contact to a sales conversation. Who attracts it, checks whether there is a fit, stays in touch when the timing is not right, and arranges the conversation? Can another person see what has happened and what should happen next?
If most of that work depends on you or one exceptional salesperson, hiring another person may add capacity without resolving the dependency. Capture the decisions, context and follow-up in a shared process so good judgment can be supported rather than repeatedly reconstructed.
Try a simple handoff before making a larger change. Ask a colleague to review an active opportunity using the information already recorded. Can they explain what the prospect needs, why the work might fit, and the agreed next step? What they cannot answer shows you where the process needs attention.
GET, the Growth Engineering Tool from Legacy Sustained, is designed to support attracting, qualifying, nurturing and booking worthwhile opportunities. It hands your team the qualified context and booked conversation. Your team still owns the sales conversation and the sale.