3D Device · E-commerce · Europe

60 managers. One sales process.

How a €15M company documented its sales process for the first time and removed around 4 hours of manual work per sales manager every day.

4h/day Saved per sales manager

60 Employees impacted

€15M Annual revenue

10h Of process mapping

3D Device sells 3D printers and provides 3D printing services across Ukraine, Poland and Spain.

The company had reached €15M in annual revenue and had 60 employees. Sales were happening. But there was one unusual problem for a business of that size.

The sales process had never been properly documented.

The sales process existed in people's heads.

Every manager had their own way of working. Some tracked leads in spreadsheets. Some used Notion. Some kept conversations in WhatsApp and remembered the rest.

Follow-up depended on the manager. Statuses were updated differently. Even the names of sales stages and fields were not consistent.

The company had grown, but the process had grown through people copying what they saw around them. There was no single documented funnel from first contact to closed deal.

And when 60 people repeat manual work every day, small inefficiencies stop being small.

Zero documented sales process. There was no company-wide version of how a lead should move through sales.

Managers worked differently. The customer experience depended on who handled the deal.

Manual work multiplied across the team. Data entry, status updates and follow-up reminders were repeated by hand.

The company had a sales team. What it didn't have was one sales process.

Automating sixty different workflows would only make the mess faster.

We could have started with CRM automations.

But automate what?

One manager followed up one way. Another used different stages. A third kept the process in their head. If we automated that immediately, we would just hard-code sixty versions of the same problem.

So we did the boring part first. We sat with the team and mapped what actually happened from the first contact to a closed deal. Then we compared that with how the process should work.

Ten hours of mapping came before the automation.

That was the important part.

First we wrote the sales process down.

We spent around 10 hours mapping the sales flow with the 3D Device team. Lead comes in. Who owns it? What happens next? When should the manager follow up? What changes when the customer is qualified, books a demo, receives a proposal or closes?

For the first time in the company's history, the full sales funnel was documented from first contact to closed deal.

Then the process was standardised for the team. The same stages. The same workflow. The same basic follow-up logic. Only after that did we automate the repetitive parts: data entry, follow-up reminders and status updates.

The automation came last. Because now there was finally one process worth automating.

Sixty people stopped inventing the process for themselves.

Before Hushflow

closeNo documented sales funnel
closeManagers used different tools and stages
closeFollow-up depended on personal habits
closeManual data entry and status updates
closeNew hires learned through tribal knowledge

After Hushflow

checkOne documented sales process
checkThe same pipeline across the team
checkA consistent follow-up workflow
checkManual steps automated
checkNew managers can be onboarded in days, not months

The biggest automation win started with ten hours of writing down how sales should actually work.

Around 4 hours saved per sales manager. Every day.

The company got its first documented sales process. All 60 people could work through the same pipeline and follow the same basic workflow. Manual data entry, reminders and status updates were automated.

According to the source case, this saved around four hours per sales manager per day. At that team size, the time adds up quickly.

But the more important change came first.

The process was no longer trapped in people's heads.

Does every sales manager on your team have their own way of doing the job?

Show us how sales works today. We'll help you separate the process problem from the automation problem.

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