Operational Services

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Trevor Parker

Redesigning the Sales Pipeline and Process for an Inbound Technical Sales Team

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Case Study: Redesigning the Sales Pipeline and Process for an Inbound Technical Sales Team

Background

An inbound technical sales team at a mid-sized firm was struggling to capitalise on valuable leads generated through expensive referrals from partner organisations. The existing sales pipeline and process lacked efficiency, resulting in missed opportunities and unoptimised lead distribution among sales agents. This case study outlines the steps taken to redesign the sales pipeline, improve lead management, and enhance overall sales performance.

Challenges

  1. Inefficient Lead Distribution: Leads from partner referrals were distributed haphazardly among sales agents, leading to inconsistent follow-up and engagement. Agents often did not have the necessary information about leads, resulting in missed follow-up opportunities and slow response times.
  2. Lack of Control and Visibility: The sales team lacked a centralised system to track leads throughout the pipeline. This made it challenging to monitor performance metrics, identify bottlenecks, and ensure accountability among team members.
  3. Underutilisation of Partner Referrals: Despite the high cost of acquiring partner referrals, the sales team failed to maximise their value. Many leads were neglected, resulting in lost revenue opportunities and strained partner relationships.

Objectives

  • Optimise Lead Distribution: Create a structured lead distribution process to ensure timely and effective follow-up by sales agents.
  • Enhance Visibility and Control: Implement a centralised system for tracking leads, enabling better oversight of the sales pipeline and team performance.
  • Maximise Partner Referral Utilisation: Develop strategies to improve engagement with partner referrals and convert them into sales.

Approach

  1. Process Mapping: Conducted a thorough analysis of the existing sales process. This included mapping the current lead journey from referral to conversion and identifying pain points.
  2. Centralised CRM Implementation: Selected and implemented a Customer Relationship Management (CRM) system that allowed for streamlined lead tracking, distribution, and reporting. The CRM facilitated better communication among sales agents and provided visibility into lead status.
  3. Lead Scoring System: Developed a lead scoring system based on criteria such as engagement level, demographic information, and partner referral quality. This scoring system prioritised leads, enabling agents to focus on high-potential opportunities.
  4. Structured Lead Distribution Model: Created a structured lead distribution model that assigned leads to agents based on factors such as expertise, current workload, and historical performance. This ensured that leads were handled by the most appropriate agents.
  5. Training and Development: Provided training sessions for sales agents on the new processes, the use of the CRM system, and effective engagement strategies for partner referrals. This training emphasised the importance of follow-up and maintaining relationships with partners.
  6. Performance Metrics: Established key performance indicators (KPIs) to measure the success of the redesigned sales pipeline. Metrics included lead conversion rates, response times, and revenue generated from partner referrals.

Results

  • Increased Lead Conversion: After implementing the new sales pipeline and processes, lead conversion rates increased by 30% within six months. The structured approach ensured timely follow-up and improved engagement with leads.
  • Improved Response Times: The average response time to leads decreased from 48 hours to less than 24 hours, significantly enhancing the customer experience and increasing the likelihood of conversion.
  • Enhanced Visibility and Control: The centralised CRM system provided management with real-time insights into lead status and team performance. This allowed for proactive adjustments and better resource allocation.
  • Strengthened Partner Relationships: The sales team reported improved communication with partner organisations. As a result, partners became more engaged in the sales process, leading to increased referrals and stronger collaborative efforts.

Conclusion

The redesign of the sales pipeline and process for the inbound technical sales team successfully addressed the challenges of inefficient lead distribution, lack of visibility, and underutilisation of partner referrals. By implementing a structured approach, leveraging technology, and providing ongoing training, the team was able to significantly enhance its performance and drive revenue growth. This case study highlights the importance of aligning sales processes with organisational objectives to maximise the potential of valuable lead sources.

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Trevor Parker

Driving Strategic Advantage through Collaborative Planning

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Driving Strategic Advantage through Collaborative Planning at MB&G Insurance

In today’s competitive landscape, the ability to adapt and innovate is crucial for any business, particularly in the regulated insurance sector. Recently, I had the opportunity to co-chair a pivotal planning meeting for MB&G Insurance, a market leader in Motor and Leisure warranty, as they embarked on a key management information (MI) improvement initiative. The aim? To carve out a strategic advantage through enhanced MI coordination across their diverse offerings.

Understanding MB&G Insurance

MB&G has successfully leveraged its position as a market leader in Motor and Leisure warranty to expand into affordable, high-quality insurance cover across various sectors. Their philosophy centres on providing customers with peace of mind, knowing they are supported by fast and friendly experts should they encounter any bumps in the road. This commitment to customer safety and satisfaction drives their need for effective MI management and strategic alignment across departments.

The Challenge of Improvement

As MB&G aimed to elevate its MI capabilities, the annual planning meeting required a fresh approach. The CEO sought to maintain the familiar roundtable format while introducing a refined structure to ensure that the meeting effectively aligned the management team around MI goals. This was no small task; it was essential to create an environment where open dialogue and collaboration could thrive.

A Co-Chairing Approach

Recognising the importance of blending industry expertise with operational insights, the CEO and I decided to co-chair the meeting. His deep understanding of the insurance landscape and regulatory requirements complemented my broad operational experience, creating a dynamic partnership poised to drive meaningful discussions.

To ensure the meeting was productive, I conducted one-on-one sessions with each department head, guiding them in preparing concise seven-slide presentations. These presentations focused on:

  1. Reflections on the past year, highlighting successes and challenges.
  2. Key objectives for the upcoming year.
  3. Specific MI needs to support their departmental goals.

This preparatory work was vital in aligning expectations and ensuring all attendees were ready to contribute.

Structuring the Meeting

The day was carefully divided into two segments to maximise engagement and productivity:

  • Morning Session: We kicked off with a systematic agenda, allowing each department to present their insights and MI requirements. This structured approach provided a clear overview of where each department stood and what was needed moving forward.
  • Afternoon Session: In the afternoon, we shifted to a more relaxed format, fostering open discussion and collaboration. With the groundwork laid in the morning, the CEO and I guided the conversation, ensuring it remained focused on MI improvements while encouraging organic dialogue.

This blend of structure and flexibility not only kept the meeting on track but also cultivated an environment of collaboration and shared purpose.

Achieving Positive Outcomes

The meeting yielded several significant outcomes:

  • Active Participation: The management team, well-prepared from our discussions, engaged fully throughout the meeting. Their concise presentations facilitated focused discussions that yielded actionable insights.
  • Effective Co-Chairing: The partnership between the CEO and myself proved fruitful, allowing us to adapt the meeting flow dynamically while staying aligned with MB&G’s MI objectives.
  • Ongoing Engagement: Following the meeting, attendees expressed interest in further collaboration, requesting our involvement in their departmental planning sessions and one-on-one support to implement their MI strategies.

Conclusion

By co-chairing the planning meeting at MB&G Insurance, we successfully balanced structure and flexibility, ensuring active engagement from the management team. The combination of thorough preparation and a dynamic meeting flow allowed us to achieve key MI improvement objectives, further driving MB&G’s strategic agenda.

As MB&G continues to expand its high-quality insurance offerings, the enhanced MI capabilities will play a crucial role in supporting their mission to provide customers with the peace of mind they deserve. This experience reaffirms the power of collaboration in driving strategic advantage and delivering meaningful outcomes in the ever-evolving insurance landscape.

I look forward to seeing how MB&G leverages these insights to further enhance their operations and continue providing exceptional service to their customers!

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Trevor Parker

Operational Review of an Online Sports Retailer

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Case Study: Restructuring an Online Sports Retailer

Background

In the dynamic world of online retail, agility and financial health are paramount for sustained success. This case study highlights the journey of a £25 million turnover online sports retailer, founded and run by an exceptionally driven entrepreneur who launched the business from his bedroom. Despite his remarkable commercial instincts and business acumen, the company faced critical financial challenges, with its stock funding and overdraft limits fully utilised. The banking partner was on the verge of withdrawing their facilities, placing immense pressure on the organisation.

The Challenge

The founder’s vision for growth had led to an impressive but precarious operational stance. The business was trading at maximum stock capacity, which hindered its cash flow and increased the risk of insolvency. In light of these pressing challenges, the bank’s potential withdrawal of support necessitated immediate intervention.

Engagement

Recognising the urgency, I was engaged as an advisor to the founder and CEO, also acting as the Chief Restructuring Officer. My first course of action was to meet directly with the bank to address their concerns and outline a plan for business recovery. I proposed a comprehensive business review aimed at reducing the bank’s exposure while improving the financial health of the business.

Strategic Implementation

  1. Business Review: I conducted a thorough analysis of the company’s operations, financials, and market positioning to identify key areas for improvement.
  2. Headcount Reduction: To streamline operations and reduce overheads, I recommended a strategic reduction in headcount. This was carefully executed to maintain morale and ensure operational efficiency.
  3. Cash Preservation Initiatives: Implementing cash-preserving measures was crucial. I introduced cost-saving initiatives across various departments, focusing on non-essential expenditures.
  4. Stock Reduction and Liquidation: An aggressive stock reduction strategy was employed, including liquidation of slow-moving inventory. This not only improved cash flow but also eliminated the need for stock facilities, significantly easing financial pressure.

Results

The implemented strategies led to a remarkable turnaround. Within two years, the business operated successfully without requiring stock facilities or an overdraft. In fact, we managed to generate significant cash reserves, thus stabilising the financial standing of the company.

The successful restructuring also facilitated re-banking the business, establishing a robust partnership with new financial institutions. Ultimately, the business was positioned for a successful exit, allowing the founder to realise the full value of his hard work.

Client Testimonials

The success of this engagement was evidenced by the testimonials received from both a legal advisor and a banking professional, highlighting the collaborative and effective approach taken throughout the process.

Ted Flannigan, Director – Gosschalks Solicitors
“I have worked with Trevor for at least 15 years as a solicitor specialising in Employment Law. During that time, I have assisted him whilst he has been in a variety of roles in different organisations – across several different industry sectors. Notwithstanding that, on each occasion Trevor was in the position where the ‘buck stopped’ with him and he was having to make difficult decisions which had real-life implications for real people working in those organisations. I do, of course, provide such advice to all manner of employers at different levels and in different areas of industry and Trevor I find is not one to ever lose sight of what those decisions are going to mean for people. He is also, I should say, not someone who simply seeks to have his already firmly-held decision rubber-stamped or to have me simply put a legal gloss on a course of action already decided upon. He takes the time to listen and is always interested not just to know the legalities but also my experience of other such scenarios. I think to his credit he always addresses matters with an open mind – even though I know sometimes he is under the sort of pressure that many find difficult to deal with. I would also add, insofar as it is relevant or otherwise, that I have always enjoyed my dealings with him.”

Andrew Russell, Regional Director – Santander Corporate Banking
“As a banking professional with over 22 years of experience, it is refreshing to work with a senior executive who knows what they want from bank facilities and what us bankers require to deliver that. Motivated, direct, and without any edge, Trevor laid out what was needed, enabling us to establish a comfortable working relationship quickly.”

Conclusion

This case study exemplifies the importance of strategic intervention in crisis situations. Through collaborative efforts, focused decision-making, and an unwavering commitment to the company’s success, I was able to guide the online sports retailer towards a sustainable future. The journey not only underscored the resilience of the founder but also highlighted the value of effective restructuring in turning around distressed businesses.

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Trevor Parker

Assessing Product Viability for Follow on Funding

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Case Study: Assessing the Viability of SatCase’s Communications Platform

Background: SatCase, a technology company aiming to combine multiple communication technologies into a single platform, had attracted investment from a small group of private equity (PE) investors. The core product, SATcase™, sought to integrate smartphone technology with global satellite communications, addressing gaps in mobile coverage for industries like oil and gas, emergency services, and adventurers​. Despite the promise of the concept, the project was severely behind schedule, having already gone through three revisions to its plan. Investors grew concerned and requested my assessment of both the project’s roadmap and the ability of the engineering team to deliver.

Challenges: The SatCase project was complex, involving multiple suppliers and technological relationships, including critical partnerships with satellite technology providers like Iridium. The engineering team was highly specialised but was clearly struggling to meet deadlines. This was partly due to the innovative nature of the product, which involved integrating several technologies in a way that had not been done before. The team had been revising the plan in an attempt to accommodate technical difficulties, but it became evident that they were not on track to deliver.

Assessment: After reviewing the revised project plan, it was apparent that while the SATcase™ product had commercial potential, there was a significant risk that the innovation required to bring it to market would be too great. The engineering challenges had been underestimated, and the likelihood of further delays and cost overruns was high. I advised the investors that although the market potential for the product was strong, the risk of the technology being non-viable or too costly to complete was substantial.

Investor Decision: Despite my cautionary advice, the investors decided to back the project one final time, albeit with the condition that I would oversee the project as an interim manager to focus on delivery. I accepted the role but maintained that, at best, the project had a 50/50 chance of success due to the technical hurdles involved.

Outcome: Unfortunately, despite our best efforts, the project was not completed. The technical issues proved insurmountable within the given timeframe and budget. When the time came for investors to decide whether to fund another round, I advised against it. My recommendation was based on the mounting evidence that while the concept was solid, the execution was proving too complex and costly.

Strategic Pivot: While a large contingent of shareholders considered further investment, my independent and trusted advice led some investors to pivot their strategy. Recognising that the SatCase project was unlikely to yield a return, they opted to merge the investment vehicle with an alternative opportunity. This pivot allowed them to make the most of the existing investment framework, redirecting resources toward a more viable venture. By doing so, they preserved the value of the initial investment and positioned themselves for future growth, mitigating the potential loss from the failed SatCase project.

Investor Feedback:

James Eden, Private Equity Investor – Eden Capital
“I have nothing but positives to say about Trevor. So professional, hard-working, and great support to me not just business-wise but also on a personal level. Honest, reliable, and trustworthy, a true gent. I would absolutely recommend Trevor.”

Geoff Broomhead, Private Equity Investor & Business Angel
“I have known and worked with Trevor for 5 years. His ability to think through problems logically and break down complex issues into manageable bite sizes is excellent. His honesty and probity are undoubted, and his would be amongst the first names on my dream management team-sheet.”

Conclusion: Though the SatCase project did not achieve the desired outcome, my role in overseeing its final phase and providing trusted advice allowed investors to pivot and merge the investment vehicle with a more promising opportunity. This strategic shift ultimately preserved the value of their investment, highlighting the importance of recognising when to cut losses and pursue alternative paths. The case serves as a reminder that while technological innovation is exciting, it must be balanced with sound investment judgment and a willingness to adapt when necessary.