Most organizations purchase Consensus to improve demo scalability. The highest-performing organizations use it to transform how buyers engage, how PreSales scales, and how revenue teams execute. Dustorm PreSales bridges the gap between platform deployment and measurable program outcomes.
Technology deployment is the easy part. Many organizations have Consensus. Few have a program.
A Consensus deployment without a defined owner becomes a tool nobody is accountable for. This pillar establishes the vision, sponsorship, and governance structure that turns a platform purchase into a managed program. It answers the questions that get skipped at launch: who owns this, what does success look like, and who reports on it.
What this looks like:
A CoE is what separates a content library from a program. This pillar defines the roles, processes, and standards that govern how demos get built, who approves them, and how the library stays current instead of decaying into duplicate or outdated assets.
What this looks like:
Not every demo should be automated, and not every automated demo belongs in every stage of the buyer journey. This pillar determines which demos to automate versus keep live, and maps Consensus into the stages where it actually moves a deal forward.
What this looks like:
Technology deployment is the easy part. Adoption is the program. This pillar covers the field-facing work of getting Sales and PreSales to actually use what was built: training, internal champions, and accountability mechanisms that prevent a strong launch from becoming a slow fade.
What this looks like:
A demo platform that sits outside the sales process becomes optional. This pillar embeds Consensus into how deals are actually run — not by prescribing how Sales and PreSales teams should operate, but by making Consensus the natural tool within whatever process already exists.
What this looks like:
The right demo, for the right stakeholder, at the right moment. This pillar governs the deliberate build-out of a content library that serves real buyer variation — by industry, by role, by deal type — so the answer to "we need something more specific" is a governed process, not a one-off scramble.
What this looks like:
Developing people, not just systems. This pillar builds the internal capability to run the program without ongoing dependency: coaching Consensus administrators, training program owners, and equipping PreSales and Sales teams to use the platform as part of how they sell.
What this looks like:
Executive-level thinking applied to program outcomes. This pillar defines the metrics that connect Consensus activity to pipeline visibility, PreSales capacity, and revenue impact — framed in terms an executive sponsor can defend in a budget conversation.
What this looks like:
Note: The full KPI framework is scoped per engagement; the above are common examples.
These pillars are delivered through milestone-based engagements scoped and structured per organization. Every engagement begins with a diagnostic conversation to establish where the program stands, what the organization needs, and what success looks like before any work begins.
The three engagement tiers reflect scope and organizational complexity — not which services are accessible. A smaller program still gets governance, enablement, and measurement. A more complex program gets those same areas applied with greater depth, more stakeholders, and broader integration.
A one-time diagnostic of an existing Consensus program. For organizations that already have Consensus deployed and need to know what's working, what's broken, and where to focus first.
Typically 60 minutes live, findings delivered within 5 business days.
A scoped foundation engagement covering program strategy, CoE design, governance, and demo automation decisions. Sized to the organization.
Results in a governed program with a charter, defined owners, and a roadmap.
Full program activation for organizations with greater complexity, broader stakeholder environments, or broader cross-functional process alignment needs.
Builds on BUILD deliverables with deeper PreSales process integration, asset portfolio governance, and a more comprehensive KPI framework.
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