For headhunters
When an executive search does not fit a payroll hire, you can offer your client the function or project delivered as a service, with a contractually responsible party.
Commercial consulting and software development in Bogotá The commercial engine.
The sales system, the software that runs it, and the numbers that prove it.
Scene 02 · Logline
For a commercial team that still depends on who is in the room.
- 01The sales system
- 02The software that runs it
- 03The numbers that prove it
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Who it is for
Four buyers. Each one writes when the number starts to depend on a person.
BPO and contact centers
Sales-led mid-market
Multi-site networks
A platform in production
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The path
Enter at any step. Sales, software, and proof. None of it ships alone.
- 01 · 2–3 weeksDiagnose
An engine map, the leak, and a 90-day roadmap.
- 02 · 14 weeksInstall
Nüvel: evaluate, train, certify, and step back.
- 03Build
The software that makes the routine hard to skip, carried to production.
- 04Proof
One scorecard: a baseline and an end number you can trace.
- 05Run
Vantage and Groundline, on subscription.
- 06Care
A cadence audit and recertification after the lab leaves.
Nüvel
The method. Evaluate how the team sells, train the routine, certify who can run it, and step back.
About the Nüvel method- 01Evaluate
See how the operation sells now: who speaks to whom, what gets measured, and where the work stalls.
- 02Train
Rehearse the routine until people can execute it. Reading a document is not training.
- 03Certify
Someone is certified when they can run the system and no one has to correct the room.
- 04Autonomy
The lab steps back. The cadence stays.
Commercial
Structure first. Then a pipeline routine the team can run every day, with training and certification.
If the operation runs on motivation, this is the wrong room.
Commercial diagnosisProduct
Platforms, APIs, and interfaces the team actually touches, carried through to production. The routine should be hard to skip.
Where a model helps that routine, it is built into the product.
Software developmentProof
Pipelines and data platforms, so a result is a number you can trace, not a story from a meeting.
Building a scorecard
Scene 05
The portfolio.
Two products. Both already in production, on subscription.
Vantage
Live calls, campaigns, buyers, and the report. One view, on the desk and on the phone.
- Live calls
- Campaigns
- Buyer routing
- Reporting
Groundline
Numbers, trunks, a hosted switch, and a check before the call is placed.
- SIP trunks
- Numbers
- Hosted PBX
- Number checks
Scene 06 · Added value
An executive vacancy, turned into a service contract
SV2 Labs does not supply a person to fill a vacancy. It takes on a business responsibility, assigns an account lead, and puts its specialists, method and operating capacity to work on measurable results.
Four internationally recognized models
- PMOaaS
PMO as a Service
A project management office, delivered as a service.
Propose a managed service - Fractional leadership
Fractional Leadership
External, specialized executive leadership.
Propose a managed service - Managed services
Managed Services
Managed services with accountability for deliverables.
Propose a managed service - Outsourced functions
Outsourced Business Functions
Business functions run from outside the company.
Propose a managed service
Client companySets priorities, expected results and acceptance criteria
B2B managed services contract
SV2 LabsContractually responsible for deliverables, quality and continuity
PMO Lead / Service Delivery ManagerThe client’s main contact, coordinated and directed by SV2 Labs
- Project ManagementTracking and execution
- BI & AnalyticsDashboards and KPIs
- Technology & AIAutomation and CRM
- QA & OperationsQuality and continuity
Deliverables to the clientProject portfolio, plans, dashboards, executive reports, risks, budgets and results
For companies
Buy defined results, not a person’s availability. Priorities, acceptance criteria and deliverables live in a B2B contract.
Independent contractor model: article 34 of Colombia’s Labor Code, as amended by article 44 of Law 2466 of 2025. SV2 Labs works with its own means and with technical and managerial autonomy.
Scene 07
Three ways in
Diagnose the operation, build what has to exist, or have a function run as a service. Every brief goes straight to the lab.
Scene 08
The lab
Two practices. One engine.
- Commercial system
Sebastian Velandia
Designs the commercial system.
Background in revenue architecture and go-to-market strategy across BPO, SaaS and telecom, in seven countries.
- Product
Sebastian Vargas
Ships the product that makes the routine hard to skip.
Leads the product practice at SV2 Labs: platforms, APIs and interfaces carried through to production, including Vantage and Groundline.
Before SV2The team’s track record. Not SV2 clients.
- Teleperformance
- Wellness Spa Móvil Center
- ProColombia
- Holafly
- SAS2
Scene 09
Guides on B2B sales, contact centers and telephony
What we often explain in first meetings, written down so you can read it at your own pace.
- Guide for headhunters and companies
Managed services or a hire: how to cover an executive vacancy
Some executive vacancies can be solved as a service with deliverables instead of a payroll hire. This guide explains when each path fits and what Colombian law says.
6 min read - Telephony guide
SIP trunks: what they are and when a contact center needs one
A SIP trunk connects a company’s phone system to the public network over the internet. This guide explains how it works with numbers and the PBX, and what to check before you sign.
5 min read - Sales measurement guide
How to build a sales scorecard with a baseline
A result can only be proven if the starting point was measured. This guide explains how to choose the number that matters, measure the baseline and read progress every week.
5 min read
Scene 10
Talk to the lab.
The reply comes from the form, or straight from WhatsApp.
- WhatsApp+57 300 514 8309
- Emailsebastian.velandia@sv2labs.com
- LinkedInSV2 Labs
- CityBogotá, Colombia
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