We start by mapping how the work of growth actually gets done in terms of who owns what, where handoffs stall, and where managers are stretched. Then we refresh the system: role definitions and spans of control, territories and headcount by capacity, incentive structures that reward the right behaviors, and a practical career ladder. We build a 90-day enablement and onboarding plan, establish weekly manager rhythms with deal/skill coaching, and instrument scorecards so progress is visible. Where there are gaps, we upskill or hire; where misalignment exists, we rewire responsibilities and incentives. The result is a fit-for-purpose organization that executes predictably.