Assessments & Entry Offers

Choose the right starting point before committing to the wrong work.

Able.Digital packages focused ways to identify, repair, or accelerate the constraint across demand, conversion, CRM, follow-up, data, implementation, and ownership.

Growth Assessment Compare Entry Offers

How the process starts

The first conversation is a fit discussion—not unlimited free consulting.

We use the initial conversation to understand the business problem, determine whether Able.Digital is a fit, and identify the most appropriate starting point.

When the work requires stakeholder interviews, system access, detailed analysis, process design, or a documented roadmap, we define that work as a paid engagement with agreed scope, deliverables, responsibilities, and commercial terms.

What the form is for

Clarifying the operating problem and decision
Identifying likely stakeholders and systems
Selecting an assessment or entry offer
Determining whether a fit conversation is warranted

Do not submit patient data, financial-account information, credentials, government identifiers, or other sensitive or regulated data.

Primary entry offers

Four practical ways to move from uncertainty to an accountable next decision.

Growth Systems Assessment

For: organizations unsure whether the primary constraint is demand, conversion, CRM, follow-up, data, or ownership.

Triggering problems: Stalled growth, conflicting diagnoses, disconnected teams, weak attribution, or multiple symptoms without a shared priority.
Inputs required: Business goals, funnel evidence, website and campaign examples, lifecycle stages, CRM and reporting context, and known constraints.
Stakeholders: Executive sponsor, marketing, sales or business development, revenue operations, CRM or data owner, and delivery leadership as relevant.
What we review: Market focus, demand, conversion, qualification, follow-up, CRM, data, reporting, ownership, and implementation capacity.
Deliverables: Constraint map, prioritized findings, decision criteria, recommended starting path, and scoped next-step options.
Phase structure: Fit discussion → scoped discovery → evidence review → findings and decision workshop.
Decision point: Choose the highest-value constraint and whether to proceed with a focused assessment, sprint, implementation, or managed operating model.
Likely next engagement: Demand generation, website conversion, CRM rescue, lead-to-revenue sprint, implementation team, or managed operations.

Select this offer →

CRM Health Check & Rescue

For: organizations with unreliable data, poor adoption, broken lifecycle stages, disputed reporting, or difficult integrations.

Triggering problems: Work happens outside the CRM, ownership is unclear, reports are not trusted, integrations fail, or teams debate repair versus replacement.
Inputs required: Process and reporting examples, system inventory, representative configuration and data access, backlog, release evidence, and user feedback.
Stakeholders: Executive sponsor, process owners, CRM product owner or administrator, users, data and integration leads, and security or risk participants when needed.
What we review: Purpose, lifecycle, ownership, data model and quality, automation, integrations, reporting, permissions, governance, release, and adoption.
Deliverables: Current-state findings, risk and dependency map, remediation priorities, quick wins, structural recommendations, and next-step options.
Phase structure: Fit discussion → scoped access and interviews → diagnostic review → decision-ready roadmap.
Decision point: Stabilize, remediate, selectively redesign, reimplement, or evaluate replacement.
Likely next engagement: CRM rescue, data remediation, integration initiative, implementation team, or managed CRM operations.

Select this offer →

90-Day Lead-to-Revenue Sprint

For: organizations already generating interest but losing momentum in qualification, routing, nurture, and opportunity progression.

Triggering problems: Slow response, inconsistent qualification, lead leakage, weak nurture, unclear handoffs, stalled opportunities, or limited source-to-pipeline visibility.
Inputs required: Recent lead and opportunity samples, source data, forms, routing rules, response standards, CRM stages, nurture assets, and reporting.
Stakeholders: Marketing, sales or service leadership, revenue operations, CRM owner, website or campaign owner, and frontline users.
What we review: Capture, qualification, routing, acknowledgment, follow-up, nurture, opportunity progression, lifecycle definitions, and measurement.
Deliverables: Prioritized sprint backlog, updated workflow and ownership model, configured improvements, operating standards, dashboards, and handoff documentation.
Phase structure: Days 1–20: diagnose and design. Days 21–60: build and validate. Days 61–90: adopt, operate, measure, and refine.
Decision point: Determine whether the improved model can transition to the internal team or should continue through managed operations.
Likely next engagement: Managed growth operations, CRM enhancement, demand-generation coordination, or broader implementation.

Select this offer →

Multi-Location Lead Routing & Follow-Up Audit

For: networks where leads and accountability vary by location, unit, territory, branch, service, capacity, or value.

Triggering problems: Leads reach the wrong unit, local response varies, headquarters lacks outcome visibility, exceptions are unmanaged, or attribution is unreliable.
Inputs required: Forms and channels, routing rules, location and territory logic, CRM fields and queues, response standards, reports, and known exceptions.
Stakeholders: Central or regional marketing, local operators, sales or service leadership, CRM and data owners, and selected location representatives.
What we review: Capture, qualification, routing, acknowledgment, local follow-up, outcome return, escalation, location attribution, and network reporting.
Deliverables: Current-flow map, routing decision matrix, response and escalation standards, CRM and data recommendations, dashboard requirements, and prioritized pilot roadmap.
Typical duration: Generally structured as a focused two-to-three-week diagnostic, subject to scope, access, stakeholder availability, and system complexity.
Decision point: Adjust the current environment, pilot by region or unit, implement more broadly, add delivery capacity, or establish ongoing operating support.
Likely next engagement: Routing and CRM implementation, location-aware website work, dashboards, implementation team, or managed operations.

Select this offer →

Industry-specific assessment paths

Apply the same discipline to a more specific operating context.

Each path begins with a fit discussion and becomes a paid diagnostic when the requested depth requires interviews, system access, analysis, or documented recommendations.

B2B Pipeline & CRMTechnology and professional services

Who it is for: B2B firms with complex buying journeys, founder-led sales, fragmented pipeline ownership, or weak CRM discipline.

Triggers: inconsistent qualification, poor account visibility, long cycles, weak handoffs, or reporting that does not support management.

Inputs: offers, ICP, pipeline stages, CRM, recent opportunities, content and campaign sources, and forecasting examples.

Stakeholders: executive sponsor, marketing, sales, account leadership, revenue operations, and CRM owner.

Review: market-to-pipeline journey, account and contact model, qualification, opportunity progression, follow-up, reporting, and governance.

Deliverables: priority findings, lifecycle and ownership recommendations, pipeline and CRM improvement roadmap, and decision criteria.

Phase structure: fit discussion → scoped review → findings → implementation decision.

Decision and next engagement: proceed with CRM repair, pipeline redesign, demand and content alignment, a 90-day sprint, or managed operations.

Select B2B Pipeline & CRM →

Inquiry-to-QuoteIndustrial, manufacturing, and distribution

Who it is for: organizations where inquiries, specifications, distributor channels, estimating, approvals, pricing, or quoting cross multiple teams and systems.

Triggers: slow quote cycles, lost context, manual re-entry, approval delays, inconsistent product configuration, or limited pipeline visibility.

Inputs: inquiry examples, quote and approval workflow, product or service rules, CRM and ERP touchpoints, and reporting.

Stakeholders: commercial leadership, inside and field sales, estimating or engineering, operations, finance, CRM, ERP, and data owners.

Review: capture, qualification, technical handoff, configuration, pricing, approval, quote generation, follow-up, and outcome reporting.

Deliverables: current-state flow, bottleneck and ownership map, prioritized workflow and integration recommendations, and implementation options.

Phase structure: fit discussion → process evidence review → cross-functional workshop → decision roadmap.

Decision and next engagement: launch a CPQ or revenue initiative, CRM and ERP integration, process redesign, or implementation team.

Select Inquiry-to-Quote →

Home and Field Service Revenue LeakMulti-location, dispatch, estimate, and appointment operations

Who it is for: established home and field-service companies investing in demand but losing calls, forms, estimates, appointments, or follow-up.

Triggers: missed inquiries, inconsistent response, weak territory routing, estimate leakage, limited call or source attribution, and disconnected field systems.

Inputs: website and call flows, lead sources, routing and dispatch rules, CRM or field-service platform, response standards, and outcome reports.

Stakeholders: owner or executive sponsor, marketing, call center or intake, dispatch, sales or estimators, field operations, and system owners.

Review: inquiry capture, acknowledgment, qualification, territory and capacity routing, appointment or estimate progression, follow-up, and revenue attribution.

Deliverables: revenue-leak map, priority fixes, response and ownership standards, data and integration recommendations, and phased roadmap.

Phase structure: fit discussion → journey and evidence review → findings → pilot or implementation decision.

Decision and next engagement: website conversion work, routing implementation, CRM or field-service integration, 90-day sprint, or managed operations.

Select Home and Field Service Revenue Leak →

Financial Services CRMClient, advisor, referral, service, and data operations

Who it is for: wealth managers, RIAs, fintechs, insurers, payments businesses, specialty finance organizations, and financial-services business units.

Triggers: fragmented household or client data, manual onboarding, weak advisor visibility, inconsistent referrals, poor adoption, or unreliable reporting.

Inputs: client and advisor journeys, CRM and integration inventory, representative reports, ownership rules, permissions context, and approved workflow examples.

Stakeholders: business sponsor, relationship or advisor leadership, marketing, service, operations, CRM and data owners, plus client legal, risk, privacy, security, and compliance functions as appropriate.

Review: lifecycle, household and relationship model, onboarding, referrals, service history, segmentation, reporting, permissions, testing, governance, and adoption.

Deliverables: operating findings, risk and dependency map, CRM and data priorities, phased roadmap, and governance recommendations.

Phase structure: fit discussion → client-approved scoped review → findings → regulatory and business approval decision.

Decision and next engagement: CRM rescue, Financial Services Cloud initiative where appropriate, data integration, marketing workflow, implementation team, or managed CRM operations. Client professionals remain responsible for regulatory review and approval.

Select Financial Services CRM →

Nonprofit CRM & EngagementConstituent, fundraising, membership, volunteer, and program operations

Who it is for: established nonprofits, associations, foundations, and chapter-based organizations with meaningful operating complexity.

Triggers: fragmented constituent data, disconnected advancement and marketing journeys, manual reporting, weak adoption, inconsistent chapters or programs, or governance backlog.

Inputs: stakeholder groups, programs, fundraising or membership journeys, system inventory, representative data and reports, backlogs, and documentation.

Stakeholders: executive sponsor, advancement or membership, programs, marketing, volunteer or chapter operations, finance, CRM and data owners, and frontline users.

Review: constituent journeys, ownership, data model and quality, fundraising, membership, volunteer, program and chapter workflows, portals, reporting, governance, and adoption.

Deliverables: current-state findings, priority opportunities, platform and operating direction, phased roadmap, and decision criteria.

Phase structure: fit discussion → scoped stakeholder and evidence review → findings → implementation or managed-support decision.

Decision and next engagement: process repair, CRM rescue, data cleanup, platform modernization, focused implementation, or managed CRM support.

Select Nonprofit CRM & Engagement →

Brazilian WhatsApp-to-CRMLead response, routing, follow-up, and visibility in Brazil

Who it is for: Brazilian organizations where WhatsApp is central to inquiry handling and leads move across marketing, reception, sales, units, partners, or service teams.

Triggers: conversations remain in personal devices, response standards vary, leads are not consistently routed or recorded, and management cannot connect source to outcome.

Inputs: approved WhatsApp channels and providers, website and campaign entry points, routing rules, CRM or operating platform, response standards, consent approach, and reports.

Stakeholders: marketing, sales or service leadership, local or unit operations, CRM and data owners, IT, and the client’s privacy and legal professionals where appropriate.

Review: capture, consent and approved messaging design, qualification, routing, local follow-up, CRM recording, escalation, outcome, and reporting.

Deliverables: journey map, ownership and routing rules, CRM and integration requirements, response standards, measurement plan, and phased implementation options.

Phase structure: conversa de aderência → escopo acordado → análise operacional e técnica → decisão de piloto ou implantação.

Decision and next engagement: WhatsApp and CRM integration, multi-location routing, website conversion, implementation team, or managed operations. The client remains responsible for LGPD and other legal review and approval.

Select Brazilian WhatsApp-to-CRM →

Growth Assessment

Tell us enough to evaluate fit and the right starting point.

The form captures business context—not sensitive data. Select an offer or choose “Not sure” and describe the decision you need to make.

What happens next

Review: we review the company, challenge, timing, selected offer, and likely stakeholders.
Fit response: we determine whether a conversation is useful and who should participate.
Scope decision: if deeper work is warranted, we define whether it is a paid assessment, sprint, implementation, or managed engagement.

First name Last name Business email Phone Company Company website Country Preferred language Company size or operating complexity Industry Primary challenge CRM or major platform Number of locations, units, branches, or chapters Desired timeframe Budget range Selected offer

Business context

The first conversation is a fit discussion. Detailed stakeholder interviews, system access, analysis, or roadmap work may require a separately scoped paid engagement. See our Privacy Policy and Trust & Delivery Governance.

A useful no-go is still a useful outcome

The assessment architecture is designed to improve the decision—not force every inquiry into a project.

When Able.Digital is not the right fit, the first conversation can still clarify the category of help, stakeholders, or evidence the organization should assemble next.