Merge sales handbooks

src/handbook/sales/v2/edge-connect-process.md → src/handbook/sales/edge-connect-process.md

@@ -1,10 +1,15 @@
+---
+navTitle: Edge Connectivity Sales Process
+navGroup: Sales department
+---
+
 # Edge Connectivity Sales Process
 
-**Owning function:** Sales  
+**Owning function:** Sales
 **Contributing functions:** Solution Engineering, Customer Success, Professional Services
 
-**Typical deal profile:**  
-- Duration: 3–6 months  
+**Typical deal profile:**
+- Duration: 3–6 months
 - Meetings: 6–10
 
 **Deal Characteristics:**
@@ -18,9 +23,9 @@
 
 **Goal:** Determine whether the customer has a meaningful, organization-level problem that warrants a standardized edge connectivity approach, and whether it is worth deeper technical and business evaluation.
 
-Sales stage: 1-Discovery  
-Lifecycle stage: SQL  
-Forecast stage: Best case  
+Sales stage: 1-Discovery
+Lifecycle stage: SQL
+Forecast stage: Best case
 
 **Agenda:**
 - Introductions & context (5 min)
@@ -31,16 +36,16 @@ Forecast stage: Best case
 
 Next Step: Schedule Impact Analysis / Technical Deep Dive.
 
-Resource: 
+Resource:
 [Edge Connectivity Discovery Playbook](https://docs.google.com/document/d/1rH1cYQqUg3HTt8a0_kKOWyaClvlAgVjXLmF0jqb3yqY/edit)
 
 ## **Meeting 1b:** Impact / Technical Deep Dive (45–60 min)
 
 **Goal:** Validate that the identified problems have material operational and business impact, establish a credible business case, and confirm a time-bound trigger that justifies deeper evaluation and stakeholder involvement.
 
-Sales stage: 1-Discovery  
-Lifecycle stage: SQL  
-Forecast stage: Best case  
+Sales stage: 1-Discovery
+Lifecycle stage: SQL
+Forecast stage: Best case
 
 **Agenda:**
 - Review problems identified in Discovery (5 min)
@@ -54,9 +59,9 @@ Next Step: Prepare tailored demo for champion.
 
 **Goal:** Equip the champion with a clear narrative and concrete evidence to confidently represent the Edge Connectivity approach internally and secure alignment for broader stakeholder evaluation.
 
-Sales stage: 2-Diagnose  
-Lifecycle stage: SQO  
-Forecast stage: Forecast  
+Sales stage: 2-Diagnose
+Lifecycle stage: SQO
+Forecast stage: Forecast
 
 **Agenda:**
 - Context: Discovery & Impact recap (5 min)
@@ -66,17 +71,17 @@ Forecast stage: Forecast
 
 Next Step: Confirm the deal viability.
 
-Resource: 
+Resource:
 - [Sales Deck](https://docs.google.com/presentation/d/1aK87jBFXP9ElvJz_b2U_sBmQqpqFD5ddCyjeuVVnnVs/edit)
 - [Sales Demo](https://flowfuse.com/handbook/sales/meetings/demo/)
 
 ## **Meeting 2b:** Stakeholder Demo / Workshop (60–90 min)**
 
 **Goal:** Align cross-functional stakeholders on the problem, proposed Edge Connectivity approach, and expected impact, while identifying and addressing risks or objections that must be resolved before committing to a PoC.
 
-Sales stage: 2-Diagnose (possibly later)  
-Lifecycle stage: SQO  
-Forecast stage: Forecast  
+Sales stage: 2-Diagnose (possibly later)
+Lifecycle stage: SQO
+Forecast stage: Forecast
 
 **Agenda:**
 - Executive alignment (5–10 min)
@@ -90,9 +95,9 @@ Next Step: PoC kickoff.
 
 **Goal:** Establish shared success criteria, ownership, and execution plan for the PoC in order to reduce delivery risk and enable a confident go/no-go decision.
 
-Sales stage: 3-Solution  
-Lifecycle stage: SQO  
-Forecast stage: Forecast  
+Sales stage: 3-Solution
+Lifecycle stage: SQO
+Forecast stage: Forecast
 
 **Agenda:**
 - Review PoC objectives (10 min)
@@ -101,16 +106,16 @@ Forecast stage: Forecast
 - Confirm timeline & checkpoints (10 min)
 -  Next Step: Schedule PoC review.
 
-Resource: 
+Resource:
 FlowFuse Enterprise POC Template
 
 ## **Meeting 4:** PoC Review (45–60 min)
 
 **Goal:** Confirm that the PoC has met agreed success criteria, validate solution fit and business impact, and establish readiness to proceed to a commercial proposal.
 
-Sales Stage: 4-Validate  
-Lifecycle stage: SQO  
-Forecast stage: Forecast  
+Sales Stage: 4-Validate
+Lifecycle stage: SQO
+Forecast stage: Forecast
 
 **Agenda:**
 - Present PoC results (15–20 min)
@@ -120,16 +125,16 @@ Forecast stage: Forecast
 
 Next Step: Proposal & pricing review.
 
-Resource: 
+Resource:
 [Enterprise pricing model](https://docs.google.com/document/d/11XLqfBeIgaOMCuH4Er15lu9duwGh5qlnUWskHkV7aeM/edit)
 
 ## **Meeting 5:** Proposal & Timeline Review (45 min)
 
 **Goal:** Confirm alignment on commercial terms, contractual structure, and implementation timeline in order to enable executive and procurement approval.
 
-Sales Stage: 5-Commit  
-Lifecycle stage: SQO  
-Forecast stage: Commit  
+Sales Stage: 5-Commit
+Lifecycle stage: SQO
+Forecast stage: Commit
 
 **Agenda:**
 - Walkthrough proposal & pricing (20 min)
@@ -142,9 +147,9 @@ Next Step: Move into executive/procurement review.
 
 **Goal:** Confirm executive and procurement approval by resolving any remaining commercial, legal, or risk considerations and authorizing contract execution.
 
-Sales Stage: 6-Closing  
-Lifecycle stage: SQO  
-Forecast stage: Commit  
+Sales Stage: 6-Closing
+Lifecycle stage: SQO
+Forecast stage: Commit
 
 **Agenda:**
 - Final review of solution & ROI (10 min)

src/handbook/sales/index.md

@@ -46,3 +46,7 @@ Questions can be asked in the [#dept-sales](https://flowfuse.slack.com/archives/
  - [Ideal Customer Profile](https://docs.google.com/document/d/1krMIUJvosw8xUQog_iq_FEvI9R5WEo9ZyWUCdTb9XnQ/edit#heading=h.3rr2wuny55dl)
  - [Sales Regions](./regions.md)
  - [Customer Success](./customer-success.md)
+
+### Sales Processes
+
+ - [Edge Connect Process](./edge-connect-process.md)

src/handbook/sales/org/account-executives/index.md

@@ -0,0 +1,106 @@
+---
+navTitle: Account Executives
+navGroup: Sales department
+---
+
+# Account Executives
+
+## Purpose
+
+The Account Executives at FlowFuse are responsible for leading customer-facing commercial engagements from initial qualification through contract execution.
+Account Executives own opportunity progression, commercial outcomes, and deal accountability, while working in close collaboration with other functions across the Commercial Organization.
+
+Account Executives at FlowFuse are not a transactional function. They operate as the primary orchestrators of complex, multi-stakeholder buying processes and are accountable for guiding customers toward informed, high-confidence decisions.
+
+---
+
+## Scope and Responsibilities
+
+Account Executives own:
+
+- Managing all leads from [MQL stage](/handbook/sales/hubspot/#mql-follow-up-expectations) onwards, including daily review and outreach
+- Generating 30% of their own pipeline through [Cold Outbound](/handbook/sales/hubspot/#outbound) activities
+- Opportunity qualification and prioritization
+- Deal progression through defined sales stages
+- Commercial positioning and value articulation
+- Pricing, proposals, and contract negotiation
+- Forecast accuracy and pipeline discipline
+- Commercial close and handoff readiness
+
+Account Executives are accountable for **commercial outcomes**, even when execution involves Solution Engineering, Customer Success, Professional Services, or Sales Partnerships.
+
+---
+
+## Sales-Owned Processes
+
+Account Executives own the following customer-facing sales processes. These processes define *how* Account Executives engage customers in different buying contexts.
+
+- **Edge Connectivity Sales Process**
+  Used when customers are evaluating how to standardize or modernize edge connectivity across systems or sites.
+  → [View process](/handbook/sales/processes/)
+
+- **Node-RED Scale Sales Process**
+  Used when customers are already using Node-RED and need governance, security, and scale.
+  → _Coming soon_
+
+Each process defines meeting goals, exit criteria, and collaboration points with other functions.
+
+---
+
+## Collaboration Model
+
+Account Executives operate in close partnership with other functions in the Commercial Organization:
+
+- **Solution Engineering**
+  Supports technical discovery, demos, and proof-of-concept delivery.
+
+- **Customer Success**
+  Provides input on adoption risks, renewal considerations, and expansion opportunities.
+
+- **Professional Services**
+  Supports scoped delivery planning, enablement, and services-led engagements.
+
+- **Sales Partnerships**
+  Supports partner-led and co-sell opportunities.
+
+While collaboration is essential, **Account Executives remain accountable** for opportunity progression and commercial decision-making.
+
+---
+
+## Metrics and Accountability
+
+Account Executive performance is measured by:
+
+- Qualified pipeline coverage
+- Forecast accuracy by stage
+- Win rate and sales cycle duration
+- Average contract value and deal quality
+- Progression and conversion between stages
+
+These metrics reinforce disciplined execution and predictable outcomes.
+
+---
+
+## Tools and Systems
+
+Account Executives primarily use the following systems to execute their responsibilities:
+
+- CRM for opportunity management and forecasting
+- Proposal and quoting tools for pricing and contracts
+- Scheduling and communication tools for customer engagement
+- Documentation systems for value narratives and deal context
+
+Detailed guidance on tools and systems is documented separately.
+
+---
+
+## How This Page Is Used
+
+This page defines **what Account Executives own**.
+Detailed guidance on *how* Account Executives execute is documented in:
+
+- Sales process pages
+- Playbooks and enablement materials
+- Systems and tools documentation
+
+This separation is intentional to keep ownership clear and execution flexible.

src/handbook/sales/org/index.md

@@ -0,0 +1,60 @@
+---
+navTitle: Commercial Organization
+navGroup: Sales department
+---
+
+# Commercial Organization
+
+## Purpose
+
+The Commercial Organization at FlowFuse is responsible for guiding customers from initial engagement through adoption, expansion, and long-term success.
+It owns the customer-facing commercial motions that turn product capability into realized business value.
+
+This organization balances revenue responsibility with customer outcomes, ensuring that growth is durable, scalable, and aligned with how customers actually adopt and operate FlowFuse.
+
+---
+
+## Scope and Responsibilities
+
+The Commercial Organization owns:
+- Customer engagement from first commercial interaction through renewal and expansion
+- Commercial qualification, progression, and close
+- Technical validation and solution alignment
+- Customer onboarding, adoption, and renewal readiness
+- Scoped delivery and enablement services
+- Partner-led commercial motions
+
+While individual functions own specific processes, the Commercial Organization operates as a coordinated system with shared accountability for customer and commercial outcomes.
+
+---
+
+## Organizational Structure
+
+The Commercial Organization is composed of the following functions:
+
+- **Account Executives**
+  Owns opportunity qualification, deal progression, and commercial close.
+
+- **Solution Engineering**
+  Owns technical discovery, validation, demos, and proof-of-concept delivery.
+
+- **Customer Success**
+  Owns onboarding, adoption, health monitoring, renewal readiness, and expansion signals.
+
+- **Professional Services**
+  Owns scoped delivery, enablement engagements, and post-engagement handoff.
+
+- **Sales Partnerships**
+  Owns partner identification, enablement, co-sell motions, and partner performance.
+
+Each function has clear ownership while operating in close collaboration with the others across the customer lifecycle.
+
+---
+
+## How to Navigate This Section
+
+- Function-specific responsibilities and mandates are documented under each department page.
+- Sales-owned customer-facing motions are documented in the **Processes** section.
+- Supporting guidance on systems, tools, working norms, and lifecycle alignment is documented in dedicated pages.
+
+This structure is intentional: ownership is explicit, collaboration is expected, and accountability is clear.