An extension of the sales operation.
Amit reports providing B2B sales through telemarketing for a wide range of companies from around 2012 to the present. The work gives businesses another route to prospective customers through an external sales operation.
For some clients, generating demand exposed a new constraint: the capacity to fulfil it. Amit describes video-production businesses where projects took more time than the available people or equipment could support, alongside businesses that became short-staffed as demand increased.
One example: online marketing services.
Wisdek is one historical example supplied by Amit within this broader sales experience. The retained materials concern selling online marketing services, including search engine optimization and advertising services.
This example sits within a wider body of work across companies. It is not a claim of an uninterrupted Wisdek engagement or a current endorsement.
When sales outgrow the ability to deliver.
Amit’s response was to connect sales activity with the resources behind delivery. More enquiries were only part of the opportunity: clients also needed a way to expand production capacity, access equipment and support the people doing the work.
He describes an approach combining financing, grants and innovation support to help address those constraints. The aim was to make growth practical, rather than leave a business with demand it could not fulfil.
Putting equipment to work between projects.
Amit also describes using equipment financing and relevant funding support as part of the wider operating model. When equipment was not needed for his own work, he rented it to large film productions in Toronto and Montreal.
The equipment could therefore support delivery needs and serve another market between projects—connecting asset ownership, utilization and additional business opportunities.
Consider the funding opportunity alongside the campaign.
Amit identifies IRAP and SR&ED among the programs used across his wider work, alongside other funding pathways selected for the business and markets served. His approach considers sales, delivery capacity, equipment financing and eligible innovation support together.
Start with your growth plans. A conversation can help identify which funding pathways merit assessment for your situation; the selection is tailored to the project rather than presented as a fixed package.
IRAP supports eligible innovation activities; SR&ED provides tax incentives for qualifying research and development. These are distinct from general marketing funding. Program selection, approval, eligible costs and any equipment-related treatment depend on the project and applicable rules. Funding is assessed before it is built into a campaign budget.
Start with your offer and your growth goals.
Tell us what you sell, who you want to reach and where you need support. We can discuss campaign scope, sales capacity and whether a separate funding assessment would be useful.