A commercial plan is only as good as the system that has to run it.
CRM and reporting that reflect how you actually sell, outbound engines that fill the pipeline, data integration across CRM and ERP, and automation that gives selling time back. Built around the commercial model, then handed over so your team can run it.
The infrastructure a commercial organization runs on.
Most of this work is unglamorous and decisive: the pipeline nobody trusts, the data nobody reconciles, the report that arrives a quarter too late.
Revenue systems
CRM structure that reflects how you actually sell, pipeline stages that mean something, forecasting you can defend in a board meeting, and reporting that shows where revenue is leaking. Built around the commercial model, not the software vendor's default.
Outbound and lead generation
Prospect targeting, data enrichment pipelines, sequencing, and email infrastructure that reaches the inbox. The engine that fills the top of a commercial pipeline, and the discipline to keep it from decaying after month three.
Data and integration
Getting customer, product, pricing, and order data into one place that the commercial team trusts. Integrations between CRM, ERP, and the operational systems the business already runs on.
Workflow and AI automation
Automating the administrative load that consumes selling time: quoting and proposal preparation, reporting, data hygiene, document handling, and internal handoffs. Applied where it removes real hours, not where it demonstrates the technology.
Talent systems
The infrastructure behind hiring at volume: applicant workflow, sourcing pipelines, interview structure, scorecards, and onboarding. The systems layer beneath the staffing practice.
Commercial enablement
Pricing and program administration, supplier and vendor agreement tracking, chargeback and deduction visibility, and the operational reporting that keeps a distribution business from discovering problems a quarter late.
Buying software is not a strategy. The question is what the commercial model requires, and only then what should be built to run it.
Four things that stay true on every build.
The system follows the commercial plan
Software does not fix an unclear go-to-market. The commercial model gets decided first, then the system is built to run it. This is the advantage of a firm that does the strategy and the build rather than inheriting someone else's brief.
Built from operating it, not from theory
The firm runs its own modern GTM stack daily: enrichment, outbound sequencing, pipeline automation, and reporting. Recommendations come from operating these systems, including the parts that break.
Your team has to be able to run it
A system nobody owns after handover is a liability. Engagements are built to leave documented, maintainable infrastructure and a team that understands it, not a dependency on the people who built it.
Delivered with engineering partners
Strategy, architecture, and accountability sit with the firm. Build work is delivered through established engineering partners, which is how the practice reaches specialist capability without carrying a permanent engineering payroll. Scope and structure are agreed per engagement.
The third arm, and rarely the only one.
Systems work usually arrives attached to something else: a plan that needs infrastructure to execute, or a team that needs both.
Experience decides the model
Channel strategy, commercial structure, and go-to-market get settled first, through advisory or a fractional commercial leader.
Engagements →Systems make it executable
The CRM, data, outbound, and reporting infrastructure the model depends on, built and handed over.
Staffing puts people in the seats
Loom Haven Advisors, the firm's owned search practice, hires the people who will own the plan and the system.
Supplier Talent →What buyers ask first.
What kind of systems work does NovusMarc do?
Revenue and commercial systems: CRM structure and reporting, outbound and lead generation infrastructure, data integration between CRM, ERP, and operational systems, workflow and AI automation, talent and hiring systems, and commercial enablement such as pricing administration and deduction visibility.
Do you build the systems yourselves?
Strategy, architecture, and accountability sit with the firm. Build work is delivered through established engineering partners. That structure lets the practice reach specialist capability without carrying a permanent engineering payroll, and scope is agreed per engagement.
Can you do the strategy and the build, or only one?
Both, and they work best together. A commercial plan that no system can execute stalls, and a system built without a clear commercial model automates the wrong thing. The firm decides the commercial model first, then builds to run it.
What happens after the engagement ends?
Engagements are built to leave documented, maintainable systems and a team that can run them. If a permanent seat is needed to own the system, the firm's executive search practice can fill it under a separate agreement.
How are systems engagements priced?
A fixed fee for a defined build or a monthly retainer for ongoing systems work. The number depends on scope and is agreed in writing before work begins. Systems work is not billed as an open-ended hourly meter.
Start with the commercial problem, not the software.
Tell us what is not working: the forecast nobody believes, the pipeline that will not fill, the hours the team loses to administration. The system follows from the answer.