American Security Force: Sales Playbook & Cross-Department SOPs

In one minute

Through a Cal State Fullerton student consulting program, I was placed with American Security Force, a private security company based in Commerce, CA. It’s a real client in a sector that’s notoriously private and hard to get real access into. I worked on the sales side of the engagement: building the Sales Playbook and developing the Standard Operating Procedures meant to align the sales team with the rest of the org. Not a hypothetical classroom exercise, a live engagement with a live client that ended with presenting our work directly to company leadership.

The problem

American Security Force’s sales team was executing without a consistent, documented framework, and their processes weren’t standardized in a way that let sales work cleanly with other departments. Onboarding new people and keeping cross-team handoffs consistent both took longer than they should have.

What I built

• A Sales Playbook giving the sales team a structured, repeatable framework for execution and alignment, built directly from client feedback and research documentation gathered during the engagement.
• A set of Standard Operating Procedures aimed at integrating the sales team’s processes with other departments, not just standardizing sales internally, but making handoffs across the org consistent.
• Secondary market research into the security industry’s trends and competitive landscape, a sector where information isn’t easy to come by, translated into documentation the client could act on immediately.
• An AI-assisted research and drafting workflow that helped organize client feedback and findings faster, speeding up how quickly the Playbook and SOP documentation moved from draft to deliverable.
• A final presentation of our findings and deliverables directly to company leadership in a board-level meeting, given the sensitivity of the client’s industry.

What shipped

A Sales Playbook and SOP framework American Security Force could put to use immediately, presented and defended directly to the company’s leadership.

What I would do next

Finish the cross-department SOP rollout and check back with the sales team after a full quarter of use, to see which parts of the Playbook are actually changing behavior versus which need revision.