Sleak is an AI Coach for sales teams. You define a goal — a launch, a close-rate problem, a ramp — and build the Initiative in Sleak: the Scorecard, the practice personas, and a Development Program. From there the Coach coaches and drills every rep privately until they meet the standard, and reports progress against the goal you set. Not a completion rate. A line you can put on the board slide.
The 80/20 board slide
You know the board slide. Two reps at 140 percent of quota, ten between 40 and 80. The number gets carried by a few people, and the only scalable growth lever you have is moving the middle. But moving the middle is exactly what nothing you have tried does.
New-hire ramp takes five months or more, and every one of those weeks costs revenue. You have run training before: a workshop, a kickoff, a content library. People nodded. Behavior did not change. And you cannot prove it either way, because there is no line from a training day to a pricing conversation that actually landed.
The number is carried by two people
Two reps at 140 percent of quota. The other ten sit between 40 and 80. The only lever that scales is moving the middle.
The gap is not that you do not understand the problem. The gap is that you have no mechanism to close it.
Why it never sticks
Coaching is supposed to fix this, and on paper it is the managers' job. But your managers are in deals. Repeated, individual, patient coaching for every rep does not scale through people who are also carrying a quota.
Workshops are episodic. E-learning is passive. Manager coaching is the right idea attached to the wrong capacity. The gap is not that you do not understand the problem. The gap is that you have no mechanism to close it, one rep at a time, until each of them can actually do the thing under pressure.
What your team must know and do
Selling is knowledge plus behavior. Sleak splits the two and develops both.
KNOW is the product, the competitive story, the methodology, the pricing logic: everything a rep must be able to explain under pressure. In Coaching Mode, the Coach teaches these concepts through interactive dialogue and tests comprehension, grounded entirely in the materials you upload. "Walk me through how you position the ROI story. If the prospect already has a file-sharing solution, what is the differentiation?"
DO is the behavior in the room: handling the objection, defending the price, running a clean discovery. In Training Mode, the rep practices a realistic voice conversation with a virtual counterpart — a skeptical VP, a time-pressured executive, a technical gatekeeper — then gets scored against your Scorecard. The Coach cites the exact moment they conceded on price too early and shows what top performers do instead.
You set the standard once. The Scorecard, your Standard of Excellence, defines what good looks like for each conversation. Every rep is measured against it, not against a completion bar.
How the Coach executes it
You already know what your team needs to get right. Sleak is where you turn that into a live Initiative.
Sarah, a VP of Sales, has a clear goal: her twelve reps need to sell CloudSync Pro with confidence in four weeks, and stop stalling at pricing. In Sleak she builds the Initiative around exactly that. She sets the Scorecard for the pricing conversation, defines the practice personas her reps will face — a skeptical VP of Operations, a technical gatekeeper, a time-pressured executive — and lays out a four-week Development Program. She uploads her product sheet and battle card so everything the Coach teaches is grounded in her own materials, and adds the one performance indicator she cares about most: handling the "why not just use Competitor Y" objection.
She also sets the clock. Sarah picks a date by which the Development Program has to be completed, and a date by which her reps genuinely need to know this. The bar is not that they read through the material. It is that they have proven they understand the content and the methodology behind it, measured against the Scorecard.
From there the Coach takes it to each rep. Marcus, an AE, gets a message from the Coach and starts with a Coaching session on the value pillars. Two days later the Coach calls him by phone for a Training scenario: a VP of Operations who saw the demo and thinks he is too expensive. He scores 78 overall, 85 on discovery, 52 on pricing defense. Across the program the Coach works him through the KNOW to DO loop: because Marcus masters discovery fast, it moves him on; because he struggles with pricing, it drills tougher scenarios. By week four his pricing score is 81.
This is why reps actually use it. Practice is private, voice-native, always available, and endlessly patient. The Coach is theirs, not their manager's. It helps them close, so they show up.
Sarah stays on the goal, not the busywork. She checks the Initiative when she wants: "9 of 12 above threshold on pricing conversations. The 3 below are concentrated in competitor objection handling." To close that gap she adds a scenario for exactly it in Sleak. Progress is tied to the deadline and the standard she set, not to activity.
Initiatives for sales
An Initiative is a development goal you define and build in Sleak. For sales, the common ones:
- Product launch readiness. Get the whole team able to sell something new, and defend its price, before launch day.
- Close-rate uplift. Close rates slipped last quarter. You build a focused Initiative around where deals actually break, and the Coach drills it across the team.
- Discovery and qualification. Deals stall because reps ask questions but do not synthesize what they hear into a needs summary that moves the deal. The Coach targets that specific skill.
- Negotiation and pricing discipline. Sharper anchoring, less discounting, cleaner defense of value under pressure.
- Onboarding and ramp. New hires customer-ready in weeks, not months: product knowledge, top objections, and a discovery simulation they must pass to be cleared.
Sales is where most teams start with Sleak, not where it ends. The same Coach, the same model, extends to procurement negotiation, customer service, and leadership development across the organization, under one platform and one agreement. KNOW and DO are named in full on the Knowledge Coach and AI-Roleplays pages.
Outcome and proof
The point is not a training completion rate. It is a line you can put on the board slide: how many reps are above the standard, and where the remaining gaps sit, tied to the Initiative goal you defined.
SUXXEED, a sales outsourcing provider, put its teams on Sleak and saw a 46 percent performance lift. New-hire ramp moved from a score of 30 to 80 in five weeks. Faster to competent, with evidence rather than assumption.
