Building a Sales Engine to Double Revenue by 2028
Len Naumovich built Primo Designs from a basement screen press into a mid seven figure branded apparel and promotional products company operating across the Midwest.
The operations were dialed in. The reputation was strong. The team was lean and efficient.
The only thing missing was a sales engine to feed the machine he’d built.
After three failed sales hires and a plateau that wouldn’t break, his EOS implementer pointed him to me. That was April. Two months later, a VP of Sales starts Monday, my team has the pipeline structured and moving, and the path to double sales by 2028 is in motion.
What We Built
We put two tracks in motion at the same time.
One of our consultants started with customer segmentation. Primo had over 7,000 customers in their history and about 1,200 active per year. She ran the 80-20 and got more specific. 18 Tier 1 customers, 45 Tier 2, 100 Tier 3. Around 200 truly strategic accounts out of 1,200. Each one now has an owner.
She also found that Primo was paying for inbound leads from a third-party marketing firm with no CRM to manage them. Leads were arriving and disappearing. HubSpot went in. A feedback loop to the marketing company followed. Now there’s data on every dollar of marketing spend.
Her mandate was straightforward. Get Primo to double capacity in 2026 without disrupting what’s already working. Build the infrastructure that protects the base while the company climbs toward 8 figures by 2028.
On the second track, our operator-focused recruiter ran the search for a VP of Sales. He started with over 100 candidates. Vetted to five. The three finalists each presented a 90-day plan. Len met each one for dinner. He had them ranked one and two after the presentations. After dinner, he flipped them.
The person he chose started last Monday.
The Numbers Behind The Goal
Primo has 2x of operational production capacity sitting unused. The overhead is already there. The machine is already built.
Going from, say, $5 million to $10 million in revenue with the same cost structure takes the bottom line from 10% to 20% profit. At $10 million with $2 million in operating income, the exit multiple jumps from three to three and a half times to five to seven times.
That’s the difference between a transaction and a legacy.
Len isn’t building toward an exit because he needs one. He’s building because he wants to hand something real to the young leaders around him.
“I have a group of young leaders on my team, and my goal is to put this in a position that they can take it and 10x what I’ve done. But I have to show them how.”
Two months in. One VP of Sales starting Monday. One consultant building the foundation. One account executive offer letter out.
The machine is about to get fed.
What We Do At The Northwood Group (Soon Trinity)
Sales assessments. We run two types. The first looks at your people and gives you the truth about who can actually do the job and who can’t. The second looks at the structure of your revenue engine, the opportunities you’re missing, and the weaknesses you can’t see from the inside. Either one tells you what to fix and in what order.
Sales infrastructure. We rebuild your stages with specific milestone criteria. Process, CRM configuration, pipeline review cadence. The reps know what evidence advances a deal. The managers know what to challenge.
Sales hiring. Operator-led recruiting that starts with role clarity, runs sales-specific assessments, and places people built for the job you actually have. We don’t recruit until we know what the role is supposed to do.
Sales training. We develop the people. Sales leaders, many of whom know how to sell but don’t manage and lead like they could. And the salespeople themselves. Practice and feedback until the right behavior is how they think.
Adam
