The questions serious buyers ask first.

Kriya is Sanskrit for action. Not analysis, not intent, not advice. The deliberate doing that turns a plan into a result. In yogic tradition, kriya yoga is the path of action: knowing what to do, then doing it, repeatedly, until it sticks. That is the thesis. Enterprise sales does not get fixed by another dashboard. It gets fixed by someone who knows what to do, the system that makes the right move obvious on every deal, and the discipline to keep running the play. So we built a System of Action, not a system of record.

The 8 is the number of returns. In Vedic astrology it belongs to Saturn, the planet of discipline and long-term results. In Chinese culture it stands for prosperity. Same idea, two traditions: what you build comes back. The two loops are cycles. The top loop is the diagnosis of a deal. The bottom loop is the close. Same shape because the discipline that wins one is the discipline that wins the other. The vertical line through both loops is the through-line. For us, that is the embedded Sales Leader and the playbook running through every deal, regardless of stage, stakeholder, or rep. Kriya is Sanskrit for deliberate action. The mark says it visually.

No, none of those. We are Sales Kriya, and we work with B2B sales teams on enterprise revenue execution. The word kriya is Sanskrit for action, so it shows up in a few unrelated businesses: Kriya Finance (now part of Allica Bank, which does B2B invoice and working-capital lending), Stripe Kriya (a payments rail in the Stripe stack), and a handful of yoga studios. We are not in financial services. We embed a senior Sales Leader inside your team and run an AI System of Action alongside your reps to win enterprise deals.

Because most forecasts are stage weights plus a manager's gut. Neither is structured. A stage-4 deal at 60% confidence might have zero stakeholder coverage and 19 days of buyer silence. The math says 60%. Reality says 6%. Forecasts that hold up read the actual signals: how many stakeholders are engaged, days since the buyer last responded, whether the playbook was actually run, and the quality of the last call. A score built on those signals can be wrong sometimes. A stage weight is wrong every time. Read the deep dive on stage weights.

Stage 4 is where the buying committee shows up and reality bites. The rep has been talking to one champion for weeks. Now legal, security, finance, and procurement each have questions, and the champion cannot answer all of them. Deals stall here because the rep was not multi-threaded. They knew one person well and the other six not at all. The fix is to surface every stakeholder by name in the first three meetings, coach the champion on how to sell internally between calls, and give every stakeholder a reason to advocate. Read the deep dive on going silent.

Because managers do not have the time. The median B2B sales manager reviews fewer than 6% of their reps' calls, per Gong's State of Conversation Intelligence. The other 94% live unwatched. Coaching becomes archaeology, not triage. The fix is not more manager hours. There are no more. The fix is automated scoring on every call, against a codified playbook, with the score and the specific moments to review delivered to the rep before they finish their next coffee. Read the deep dive on the 6% problem.

By compressing what happens between meetings, not by going faster in the meetings themselves. Most of the cycle is dead time. The buyer is waiting for an internal update, the rep is waiting for the buyer to respond, both sides are slowly forgetting context. Shortening the cycle means owning that gap. Faster prep. Tighter follow-ups with specific next steps in writing. A champion plan that lets the buyer move internally without you. Stage exit criteria that are met with evidence, not optimism.

A playbook lives or dies on enforcement. Most playbooks are PDFs that get read once during onboarding and never opened again. The reps fall back on instinct. The manager coaches against instinct. The playbook is dead within a quarter. The fix is to make the playbook show up at the moment of decision: before the call as a prep checklist, on the call as a live scorecard, after the call as specific feedback. When the playbook is the path of least resistance, reps run it. When it sits in a Notion page nobody opens, they do not.

Six to twelve months is the standard. Changing how a complex sales team operates runs through real phases: diagnosis, codifying the playbook, enforcing it, coaching to it, and staying long enough that it holds without us. That can not be compressed into a quarter without faking the result. For larger, more complex enterprises, plan for 12 to 24 months.

Runs your pipeline reviews, builds the deal strategy on every account that matters, coaches reps through live buying committees, and enforces the playbook on real opportunities. The technology does the prep and the tracking. The leader makes the calls and the coaching.

The leader owns the deals that decide your quarter. They run the pipeline reviews, set the strategy on every account that matters, and coach your reps through live buying committees. The number is theirs to move, not just to report on.

We work inside the CRM you already run. For example HubSpot, Salesforce, Pipedrive, Zoho, Dynamics, or whatever your team uses. We do not replace it or ask you to migrate. Our system reads from it and writes back to it, so your reps stay in one place and your data stays clean.

We score the work that produces wins, not just the wins themselves. Pipeline coverage, how many stakeholders are engaged on each deal, stage-by-stage call quality, and playbook adherence all move before revenue does. You see those leading indicators improve in the first 60 days, well ahead of the deals landing.

You keep everything that made the difference. The playbook, the scoring, and the operating habits stay with your team. We engineer ourselves out so the team runs it without us, which is the whole point.

Yes. The **Sales Kriya Platform** is the product on its own. It is the same agent fleet, the same data engine, the same outputs back into your CRM, email and calendar. The difference is that you drive adoption rather than us. We recommend a RevOps owner (yours or a hire) to work closely with your sales leader for the first 3 to 6 months so the platform actually changes how the team operates. Most teams that skip that step see weak adoption and quietly stop using it.

Pricing is set on the demo call. We size to your team size, the number of integrations, and the volume of deals you run. Two reasons we do not list a price online: pricing depends on real volumes, and an honest demo call also tells us whether you are the right fit before either of us commits time. Book a demo and you get a quote within one working day.

We work with them. The most common pattern: you already have a VP of Sales or CRO running the team. They are the ones who need leverage, not replacement. Our platform gives them the system they have been working without. We meet weekly with them, run pipeline reviews together, and step back when they are confident running it. We never compete with the leader you already trust. If you do not have a leader yet, we have one to embed. If you want us to find one to hire alongside us, we can help with that too. Three paths, one common shape: a human leads, the system scales them.

Yes. If you advise B2B sales teams as a fractional CRO, consultant, or operating partner, you can refer Sales Kriya to your clients and we pay rev share on every account that signs. You get paid yearly for as long as the client is paying us. The exact terms are negotiated case-by-case. We handle the implementation. You stay focused on the coaching. You also get design-partner input on what we ship next. See the partner program for details.

At minimum, your CRM (HubSpot, Salesforce, Zoho, Pipedrive, Dynamics, or similar) and email and calendar (Google Workspace or Microsoft 365). To get the full value, also: a call recording tool (Gong, Granola, Otter, Fireflies, Chorus), an outreach platform (Outreach, Salesloft, Apollo, or similar), and Slack or Teams. The richer the inputs, the sharper the outputs. For most enterprise customers we co-build the connectors with your IT team in the first two to three weeks.

Two to three weeks from contract to live. Week one is connector setup with your IT team. Week two is playbook codification and first agent runs on real deals. By week three the rep starts getting prep, scores and follow-ups on every live opportunity. We are deliberate about it: rushing the setup means the agents work against a half-codified playbook and the team loses trust in the score within a quarter.

No. It removes the prep and admin that eats most of a rep's week so they can spend time selling, and it gives your existing leaders leverage and a system. We add a Forward-Deployed Sales Leader alongside your team for the duration. We do not take anyone's job.

Teams looking for a quick software fix, anyone expecting closed enterprise deals in 30 to 90 days, and leaders who'd rather critique reps than arm them with a system. We are deliberately selective. See the alignment matrix on the Fit page for the four conditions we look for before signing.

Any team running complex, multi-stakeholder enterprise deals with long cycles, from a focused team to a large global salesforce. The bigger and more complex the organisation, the more the codified playbook and scoring pay off.

Three things. An executive sponsor who can clear roadblocks, access to your CRM and recorded calls, and standing time with the team for reviews and coaching. Give us those and we can be productive in the first two weeks.

A fractional VP gives you advice and leaves you to act on it. We give you the human leader plus the System of Action that scales them, so the coaching lands against a codified playbook rather than one person's instinct. The system means the standard holds even when the leader is not in the room.