Operational Services

Trevor Parker

Transforming Sales with the SPANCO Model

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Case Study: Transforming Sales Effectiveness with the SPANCO Model and HubSpot CRM

Background

Our client, a field-based sales team within a mid-sized B2B services company, faced challenges in structuring their sales process. With a large, varied client base spread across different industries and regions, they were missing out on potential opportunities due to inconsistent tracking and follow-up practices. Although they had recently adopted HubSpot CRM, they were not yet using it effectively to streamline sales activities.

The Challenge

The primary issues included:

  • Lack of a Defined Sales Process: Sales reps were handling prospects differently, resulting in missed opportunities and inconsistent client experiences.
  • Ineffective Lead Management: Without a clear pipeline structure, it was difficult to track where each lead stood, leading to confusion around next steps.
  • Data Fragmentation: The team had limited insight into metrics, making it challenging to measure performance or identify areas for improvement.

To address these gaps, we recommended implementing the SPANCO sales pipeline model, using it as the foundation for managing leads within HubSpot CRM.

Solution Implementation

1. Building the SPANCO Framework in HubSpot

  • We introduced the SPANCO stages in HubSpot, customising each stage (Suspect, Prospect, Approach, Negotiate, Close, Order) to reflect specific actions relevant to the client’s business.
  • We established stage-specific criteria to clarify what actions were needed to advance a lead, setting clear expectations for each team member.

2. Defining a Clear Qualification Process

  • For the Suspect and Prospect stages, we implemented a BANT-based qualification checklist (Budget, Authority, Need, Timing) that allowed sales reps to assess leads consistently and make informed decisions about whom to prioritise.
  • The qualification process helped categorise leads by sector, source, and potential value, ensuring targeted, efficient follow-ups.

3. Automating Data Capture and Reporting

  • Using HubSpot, we created automated workflows to capture data across each SPANCO stage, centralising information for improved management visibility.
  • We set up real-time dashboards that track metrics like conversion rates, stage duration, and win rates, allowing the team to quickly identify bottlenecks.

4. Training and Accountability

  • We conducted training sessions on using SPANCO within HubSpot, helping sales reps become comfortable with the new process.
  • We developed an accountability framework, assigning each rep responsibility for tracking and reporting on their pipeline progress during weekly reviews.

Results

Improved Pipeline Transparency and Follow-Up Consistency

With SPANCO guiding each step, the sales team now had a structured, consistent approach to managing leads. Each team member knew what stage each prospect was in, and the required actions for advancement were clearly defined. As a result, the sales reps became more disciplined in following up, reducing instances of lost leads.

Enhanced Qualification Efficiency

Using the BANT checklist in the early stages (Suspect and Prospect) allowed the team to qualify leads faster and more accurately. The ability to prioritise higher-potential leads led to increased engagement with quality prospects, resulting in a 30% reduction in time spent on low-probability leads.

Greater Data Visibility and Informed Decision-Making

The new dashboard in HubSpot provided real-time data insights into sales performance. Metrics such as stage conversion rates and win rates highlighted bottlenecks, guiding the team to make timely adjustments. For example, recognising that too many leads were getting ‘stuck’ in the Approach stage, we provided targeted training on objection handling and value proposition refinement. As a result, conversion rates from Approach to Negotiate improved by 25%.

Increased Close Rates and Revenue Growth

Within six months of implementing SPANCO and the new CRM processes, the company saw a significant improvement in close rates. The team’s structured approach enabled them to close 18% more deals than in the previous period, translating to a 20% growth in revenue. Moreover, client feedback highlighted improved satisfaction with the company’s proactive engagement and consistent follow-ups.

Conclusion

Implementing the SPANCO model within HubSpot CRM brought structure, clarity, and accountability to the sales team’s processes. By aligning the sales journey with clear, actionable stages, the team gained a consistent roadmap for moving leads forward, resulting in improved performance and client relationships.

This case study illustrates how a well-defined sales pipeline framework like SPANCO, combined with effective CRM usage, can transform a fragmented sales process into a streamlined, data-driven strategy that fuels sustainable growth.

Planning Meeting for sales team
Trevor Parker

Facilitating a Sales Planning Meeting to Expand a Regional Sales Team

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Case Study: Facilitating a Sales Planning Meeting to Expand a Regional Sales Team

Background

Emma, a Sales Manager for a fast-growing B2B supplier, is responsible for managing a diverse portfolio of national clients. Due to limited regional coverage, Emma finds it increasingly challenging to provide each client with the level of service and responsiveness they expect. She is contemplating expanding her regional sales team but wants to ensure the approach aligns with her broader goals and avoids creating an overly management-intensive structure.

Objective

Emma’s primary objective is to increase her regional sales presence without compromising service quality or efficiency. Her instinct is that a traditional model, where sales reps are road-based and manage specific territories, might not be the most effective or innovative approach for her organisation. She seeks a team structure that requires minimal hands-on management yet delivers strong client engagement and sales results.

Planning Meeting Goals

To assist Emma in her decision-making process, I facilitated a planning meeting aimed at:

  1. Defining her key objectives for regional expansion.
  2. Identifying the skills and characteristics required in her team.
  3. Exploring alternative sales models to the traditional road-based rep approach.
  4. Outlining management and leadership structures to support a sustainable, low-management sales team.

1. Clarifying Objectives and Expectations

During the session, we focused on understanding what Emma wants to achieve and why. Key points included:

  • Enhanced Client Service: Ensuring each client receives timely, personalised support.
  • Market Coverage and Growth: Expanding her reach in untapped or under-serviced regions.
  • Cost-Efficiency: Avoiding high fixed costs and the need for intensive management.

We drilled down on the specific outcomes she envisions from her expansion and discussed her criteria for success, which included a minimal need for micromanagement, a scalable structure, and maintaining a client-centric approach.

2. Exploring Alternative Sales Models

Given Emma’s hesitance towards the traditional road-based sales model, we examined other approaches, weighing the pros and cons of each.

  • Hybrid Model: Combining remote inside sales representatives with local, regionally deployed sales reps who manage key accounts.
    • Pros: Provides flexibility and allows reps to cover more clients virtually while only traveling when necessary.
    • Cons: Requires reps to have strong digital communication skills, and may necessitate a well-structured CRM and virtual sales tools.
  • Account-Based Selling (ABS): Focusing on strategic accounts in key regions, rather than a territory-based approach.
    • Pros: Enables the team to concentrate on high-potential accounts and drive growth with tailored engagement.
    • Cons: Could reduce service frequency for smaller accounts, which may not align with the client’s needs.
  • Field and Remote Specialist Blending: Deploying a mix of field-based reps and remote-based customer service or sales support specialists.
    • Pros: Allows flexibility and distributes tasks based on skill and need, avoiding the reliance on one individual for both sales and client service.
    • Cons: Potentially higher coordination and a need for clear delineation of roles.

After reviewing these options, Emma leaned towards the hybrid model, given its flexibility and balance between local presence and cost-efficiency.

3. Defining Team Requirements: Skills, Experience, and Characteristics

To realise this model, Emma identified the type of salespeople and support staff that would be ideal for the team:

  • Sales Representatives: Outgoing, client-focused individuals who can manage relationships independently. They should have experience in solution-based selling and be comfortable using CRM tools for effective client tracking and reporting.
  • Customer Support Specialists: Efficient communicators with a strong understanding of product and service nuances, equipped to provide quick support remotely.
  • Skills and Qualities: Problem-solving ability, self-motivation, and a balance of interpersonal and technical sales skills were prioritised. Emma specifically wanted people who are self-managingand would thrive with minimal oversight.

These qualities align with Emma’s vision of having a team capable of working autonomously, with a low dependency on management intervention.

4. Management and Leadership Systems

To ensure the effectiveness and sustainability of this hybrid model, we discussed management structures and systems that would foster both accountability and empowerment within the team.

  • Monthly One-on-Ones and Team Syncs: Emma plans to hold monthly one-on-one check-ins with each team member to discuss client challenges, performance goals, and individual development needs. Quarterly team syncs will also be held to review broader objectives, share insights, and align on strategy.
  • Clear KPI Frameworks: Emma intends to introduce clear, measurable KPIs tied to client engagement, response times, sales growth, and customer satisfaction. A scorecard approach will allow team members to self-assess and track their progress against defined objectives.
  • CRM and Communication Tools: To support her team’s remote and hybrid operations, Emma is investing in a CRM platform that will centralise client data, track interactions, and help her team maintain a consistent engagement cadence.
  • Leadership Approach: Emma wants to adopt a coaching leadership style, focusing on empowering her team to make decisions independently and providing guidance rather than directive oversight. This will help her avoid the pitfall of micromanagement, especially important given her team’s autonomy.

5. Developing an Action Plan

To operationalise the expansion, we outlined a step-by-step action plan:

  1. Pilot Phase: Start with a small team, testing the hybrid model in a limited region, collecting feedback, and assessing the efficacy of the CRM and KPI systems.
  2. Hiring Process: Focus on recruiting for specific skills and characteristics, targeting individuals with proven autonomy and digital competence.
  3. Training and Onboarding: Develop a training programme that builds self-management and equips team members with the tools to manage both digital and in-person client interactions effectively.
  4. Review and Adjust: After six months, review the pilot, measuring performance against Emma’s goals. If successful, expand the model to additional regions.

Conclusion

The planning meeting provided Emma with a structured approach to expanding her regional sales team without the burden of intensive management. By opting for a hybrid model, defining clear KPIs, and investing in the right tools and processes, she is well-positioned to grow her regional presence and improve client engagement. With a flexible, self-managed team, Emma can achieve her objectives without the constraints of a traditional, high-maintenance sales force, positioning her business for sustainable growth in a competitive market.

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Trevor Parker

Supporting an HR Director and Senior Management Team in Headcount Reduction

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Case Study: Supporting an HR Director and Senior Management Team in Headcount Reduction

Background

A mid-sized manufacturing company faced significant financial challenges due to declining market demand and increasing operational costs. The HR Director, in collaboration with the senior management team, recognised the need to reduce headcount to stabilise the company while ensuring productivity and maintaining vital services. Additionally, the management team sought an independent opinion on the initiative to ensure that the approach was robust and comprehensive.

Objective

The primary objective was to implement a headcount reduction strategy that would not impact overall productivity and service delivery. This required a well-structured plan that addressed communication with all stakeholders and ensured compliance with employment laws. The management team also wanted an independent report to validate the initiative and provide insights for improvement.

Approach

1. Initial Assessment and Analysis

The first step involved conducting a thorough assessment of the current workforce, including:

  • Cost-Benefit Analysis:
    • Evaluating the financial implications of headcount reduction versus the potential savings from reduced salaries, benefits, and overheads.
    • Estimating the costs associated with severance packages, potential legal fees, and retraining for remaining employees.
  • Risk Assessment:
    • Identifying potential risks, including decreased morale among remaining employees, loss of critical knowledge, and impact on customer relationships.
    • Developing mitigation strategies to address these risks.

2. Stakeholder Engagement

The HR Director and senior management engaged with key stakeholders, including department heads and team leaders, to gather input on which roles were essential and which could be consolidated or eliminated without affecting productivity.

3. Legal Compliance

Collaborating with the company’s employment lawyer was crucial in ensuring that the headcount reduction process adhered to all legal requirements. This included:

  • Developing a compliant process for selection criteria to ensure fairness and transparency.
  • Creating documentation to support the process and protect the company against potential legal claims.

4. Communication Strategy

A comprehensive communication plan was developed to address all stakeholders, including:

  • Internal Communication:
    • Crafting messages to inform employees about the reasons for the headcount reduction, the process, and the support available to them.
    • Establishing a dedicated team to answer questions and provide updates throughout the process.
  • External Communication:
    • Developing communication materials for customers, suppliers, and bankers to reassure them of the company’s commitment to maintaining service levels and operational integrity during the transition.
    • Utilising press releases and social media channels to share the company’s strategy and future plans, emphasising resilience and growth.

5. Retraining and Support Programmes

To minimise disruption and ensure continuity of services, a retraining plan was developed for remaining employees, focusing on:

  • Skill Development:
    • Offering training programmes to enhance existing employees’ skills, ensuring they could take on additional responsibilities as needed.
  • Emotional Support:
    • Implementing employee assistance programmes to provide counselling and support to employees facing job loss.

6. Monitoring and Evaluation

Post-implementation, a monitoring plan was put in place to evaluate the effectiveness of the headcount reduction strategy, including:

  • Productivity Metrics:
    • Regularly assessing key performance indicators (KPIs) to ensure that productivity remained stable post-reduction.
  • Employee Feedback:
    • Conducting surveys to gauge employee morale and engagement levels following the changes.

7. Independent Opinion and Reporting

To ensure an unbiased perspective on the headcount reduction initiative, the management team commissioned an independent consultant to provide a thorough report. This involved:

  • Reviewing the Process: Evaluating the steps taken to implement the headcount reduction, including communication strategies and compliance with legal requirements.
  • Providing Recommendations: Offering insights on areas for improvement and best practices for future workforce planning initiatives.
  • Validation of Outcomes: Assessing the long-term benefits against the short-term impacts and confirming that the initiative aligned with the company’s strategic objectives.

This initiative was further supported by the HR Manager, who, despite being highly capable in the technical elements of HR, recognised the complexity of this undertaking. She sought external assistance to expedite the review process and leverage the expertise of a team with deep experience in managing similar workforce changes. This collaboration allowed for a more efficient approach, enabling the HR Manager to focus on the technical aspects of her role while ensuring that the headcount reduction was managed effectively and aligned with best practices.

Financial Impact of Employee Reduction

While the headcount reduction initially resulted in a short-term cash impact due to termination costs, the long-term benefits significantly outweighed these costs.

Short-Term Cash Impact:

  • The immediate financial implications included severance pay, potential legal fees, and other termination-related expenses. These costs placed a temporary strain on the company’s cash flow as it worked to implement the necessary changes.

Long-Term Benefits:

  • Over time, the strategic decision to reduce headcount led to a 10% reduction in the annual cost base. This decrease in ongoing operational expenses was primarily due to:
    • Lower Salary and Benefit Costs: With fewer employees, the company significantly reduced payroll and associated benefit costs, contributing directly to improved profitability.
    • Increased Efficiency: The restructuring process enabled the company to streamline operations, eliminate redundancies, and improve overall productivity. Remaining employees often took on additional responsibilities, leading to more effective resource allocation.
    • Enhanced Focus on Core Activities: By consolidating roles and focusing on essential services, the company was able to align its workforce with strategic objectives, ensuring that resources were dedicated to the most impactful areas of the business.

Results

The headcount reduction was successfully executed with minimal disruption to productivity. Key outcomes included:

  • Cost Savings: Achieved a 20% reduction in operational costs, contributing to the company’s financial stability.
  • Maintained Services: Critical services were preserved, with no significant impact on customer satisfaction or supplier relationships.
  • Employee Morale: Through transparent communication and retraining initiatives, overall employee morale remained stable, with a survey indicating an 85% approval rate for the communication process.
  • Legal Compliance: All legal requirements were met, with no grievances or legal challenges following the process.
  • Independent Validation: The independent consultant’s report confirmed that the initiative was implemented effectively and provided constructive recommendations for future workforce strategies.

Conclusion

By adopting a structured approach to headcount reduction that emphasised communication, compliance, and support, the company successfully navigated a challenging transition while safeguarding its productivity and vital services. Despite the initial cash outlay associated with employee termination, the long-term impact of the headcount reduction was profoundly positive, leading to a 10% reduction in the annual cost base. This case study illustrates the importance of strategic planning, stakeholder engagement, and the value of independent oversight in managing organisational change. The HR Manager’s decision to seek external expertise not only expedited the process but also ensured that the company adhered to best practices throughout the initiative.

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Trevor Parker

Operational Review – Manufacturing & Distribution

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Note on Confidentiality

Disclaimer: “MediCorp Manufacturing Ltd” is a fictitious name used to maintain confidentiality. However, the content of this case study is based on actual events and experiences encountered during an operational assessment for a private equity firm. References are available upon request.

Case Study: Operational Assessment of MediCorp Manufacturing Ltd

Background

After an initial investment in MediCorp Manufacturing Ltd, a mid-sized manufacturing and distribution business, the private equity (PE) firm noticed a troubling trend: the company was stalling in its growth, and the investment thesis, which had promised significant returns, was not being realised. 

The company’s banker was also growing concerned, particularly as the business was forecasting that it would not meet its banking covenants. Considering these developments, the PE firm recognised the need for an operational assessment to uncover the underlying issues and to develop a strategic plan to get back on track.

As a by-product of the findings within the report, the PE director and I recognised the importance of meeting with the bank. To address the bank’s concerns, I accompanied the PE firm’s portfolio director to meet with them. During this meeting, I reassured them that if we implemented the necessary changes based on my findings, we could stabilise the business and get back on the right track. This engagement successfully settled the bank’s concerns, reinforcing their confidence in our ability to address the challenges.

Objective

The primary aim of the operational assessment was to identify the reasons behind the stall in growth and the failure to meet the investment thesis. 

The evaluation focused on:

  • Evaluating the management team’s effectiveness and alignment with the business plan.
  • Assessing operational capacity and efficiency.
  • Identifying cash flow risks and developing mitigation strategies.
  • Reviewing succession plans for key personnel.
  • Understanding the company culture and identifying cultural architects.

Assessment Process

The operational assessment was structured into several critical components:

  1. Management Team Evaluation:
  2. Leadership Capability: Analysed the management team’s experience, skills, and track record in executing the business strategy. Interviews with team members helped gauge their commitment and clarity of vision.
  3. Business Plan Alignment: Reviewed the existing business plan to determine if it was still relevant and whether the management team was effectively executing it.
  4. Operational Capacity Review:
  5. Resource Assessment: Evaluated the operational infrastructure, including technology, workforce, and processes, to determine whether the company could scale operations and meet market demand.
  6. Process Efficiency: Conducted a detailed audit of operational processes to identify inefficiencies, bottlenecks, and improvement areas that might hinder growth.
  7. Financial Analysis:
  8. Cash Flow Assessment: Reviewed historical cash flow data to identify discrepancies and potential risks affecting the company’s financial health.
  9. Mitigation Strategies: Developed recommendations to improve cash flow management, including better credit control measures and cost reduction tactics.
  10. Succession Planning:
  11. Critical Personnel Identification: Identified crucial roles within the company that were essential for operational continuity and growth.
  12. Readiness for Transition: Assessed the current state of succession planning, focusing on whether suitable candidates could step into critical roles if needed.
  13. Cultural Assessment:
  14. Cultural Health: Evaluated the organisational culture to understand how it was affecting performance and employee morale.
  15. Cultural Architects: Identified key individuals who significantly shaped the company culture and whose retention was vital for maintaining organisational knowledge and motivation.

Practical Action-Oriented Report

The output of the operational assessment was an efficient, action-oriented report that outlined clear steps for improvement and provided a roadmap for recovery. This report was a foundational document, guiding the interim leadership team to realign the company with its strategic goals.

Findings

Strengths

  • Experienced Leadership: The management team possessed substantial industry experience and a clear understanding of the manufacturing landscape, which should have positioned the company for success.
  • Operational Framework: Existing processes were generally efficient, indicating a solid operational foundation that could be leveraged for growth.

Weaknesses

  • Ineffective Finance Team: A fragile finance team was found to be ill-equipped to manage cash flow and control spending. This lack of financial oversight posed significant risks to the company’s sustainability.
  • Founder and CEO’s Absence: Despite initial perceptions that the founder and CEO was a driving force behind the business, it became clear that he was largely absent, leaving the middle management team to navigate operations. His lack of presence contributed to uncertainty and inconsistency within the leadership structure.
  • Demotivated Leadership: The founder’s demotivation negatively impacted the management team. Although he spoke knowledgeably about the business, he did not put in the necessary effort or attendance to inspire others. His disengagement fostered a culture of apathy, leading to a decline in morale across the organisation.
  • Misguided Recruitment Strategy: The CEO had ostensibly recruited a large and expensive management team to compensate for his shortcomings. However, this decision proved counterproductive, as the recruited individuals were not given the necessary direction or support to thrive, further complicating operational challenges.

Risks

  • Dependency on Key Individuals: The company’s reliance on a few key personnel posed a significant risk, as their potential departure could further exacerbate operational challenges.
  • Cash Flow Vulnerabilities: Historical analysis showed signs of cash flow strain, with several factors contributing to unpredictable financial performance.

Opportunities

  • Market Expansion: The assessment identified untapped market segments that could provide avenues for growth, suggesting that with proper execution, there was still significant potential to realise the original investment thesis.
  • Process Optimisation: Streamlining operational processes could lead to improved efficiency and cost savings, facilitating quicker response times to market demands.

Original Investment Thesis

The original investment thesis for MediCorp Manufacturing Ltd was sound, based on solid market growth projections and the company’s potential operational capabilities. However, these capabilities were not aligned with reality, primarily due to leadership shortcomings and operational mismanagement. Had the operational capacity been what the PE firm had initially believed, the company would likely have been on a much different trajectory.

Interim Leadership and Implementation

Trevor was asked to support and coach the CEO in implementing a business improvement plan. However, the PE firm and the CEO faced significant challenges due to other shareholder matters outside of our involvement. Consequently, the CEO stepped down, and Trevor was subsequently asked to take over as the interim CEO.

In this role, Trevor enacted the plan, stabilised the business, and appointed a new permanent CEO. This transition was crucial in restoring confidence among the team and aligning the company’s operations with its strategic goals.

Results

With these changes, MediCorp Manufacturing Ltd is now back on track and thriving. The company has regained momentum in its growth trajectory and established a healthier organisational culture and operational efficiency. The new leadership team has successfully aligned the company’s operational capabilities with the original investment thesis, demonstrating the potential that initially attracted the PE firm’s investment.

Conclusion

The operational assessment of MediCorp Manufacturing Ltd highlighted several critical areas that needed attention to reverse the trend of stagnation and better align the company with the original investment thesis. 

Although the assessment was initiated after the initial investment, the findings underscored the importance of conducting similar evaluations earlier in the investment process. 

Importantly, the assessment also reassured the bank of the steps to stabilise the business, especially given the company’s forecast that it would not meet its banking covenants. 

The insights gained provided a roadmap for the PE firm to support MediCorp Manufacturing Ltd in overcoming its challenges and leveraging its strengths to achieve sustainable growth. 

This experience is a valuable lesson for future investments, reinforcing the necessity of thorough operational assessments to ensure alignment with strategic goals and maximise the potential for successful outcomes.

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Trevor Parker

Co-Chairing a Planning Meeting for MB&G Insurance

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Case Study: Co-Chairing a Planning Meeting for MB&G Insurance

Client Overview
MB&G Insurance is a market leader in Motor and Leisure warranty, leveraging its success to expand into affordable, high-quality insurance coverage across various sectors. They emphasise that real freedom comes from knowing customers are safe and supported by fast and friendly experts should they encounter any bumps in the road. With a commitment to covering all types of vehicles, MB&G aims to provide customers with everyday peace of mind.

The Challenge
As part of their ongoing drive for ever improved customer service excellence, MB&G embarked on a key management information (MI) initiative, recognising that effective MI coordination across departments was vital for regulatory compliance and operational efficiency. The company’s annual planning meeting had traditionally followed an informal roundtable format, but with MI improvements becoming a top priority, the CEO wanted to refresh the structure while retaining the familiar collaborative atmosphere.

The Approach
The CEO and I decided to co-chair the meeting to take advantage of his deep knowledge of the industry and regulatory landscape, combined with my broad operational experience. This collaboration ensured we could balance industry expertise with a focus on actionable operational improvements.

In preparation for the meeting, I held discussions with each attendee to guide them in creating concise seven-slide presentations. These presentations focused on:

  1. Reflections on the past 12 months, including successes and areas for improvement.
  2. Key objectives for the upcoming year.
  3. The specific MI required to support their departmental goals.

These preparatory discussions ensured that all attendees were aligned with the expectations for the meeting and ready to contribute meaningfully.

Meeting Execution
The day was structured into two key segments:

  • Morning Session: We began with a systematic agenda where each department presented their slides. This gave a clear view of the past year’s performance, upcoming goals, and MI needs, helping align everyone on MB&G’s strategic focus.
  • Afternoon Session: The afternoon featured a more relaxed format that allowed for free-flowing discussions. Having established the context in the morning, the CEO and I were able to guide the conversation dynamically, ensuring it remained focused on MI improvements while allowing space for organic dialogue and collaborative problem-solving.

This blend of structure and flexibility kept the meeting on track and fostered a collaborative environment.

Outcomes
Several key outcomes emerged from the meeting:

  • Active Participation: The management team, fully prepared through our pre-meeting discussions, actively engaged throughout the day. Their concise presentations kept discussions focused and productive.
  • Successful Co-Chairing: The co-chairing model worked well, with the CEO’s expertise in industry regulations complementing my operational insights. This dynamic allowed us to adjust the meeting flow as needed, ensuring we stayed aligned with our MI objectives.
  • Ongoing Engagement: Following the meeting’s success, several attendees expressed a desire for additional support, requesting our participation in their departmental planning sessions and one-on-one follow-ups to implement their MI plans.

Conclusion
By co-chairing the planning meeting with MB&G’s CEO, we effectively balanced structure and flexibility, ensuring active engagement from the management team. The pre-meeting preparation and dynamic flow throughout the day allowed us to meet key MI improvement objectives, making the event a significant success. As a result, our involvement has been sought for future departmental planning and implementation support, further driving MB&G’s strategic MI agenda forward and enhancing their commitment to providing affordable, high-quality insurance coverage that ensures peace of mind for their customers.

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Trevor Parker

Operational Assessment & Succession Planning for potential acquisition

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Background

Scope: Operational Assessment for Potential Acquisition

A well-established business with a strong market presence, was being considered for acquisition. The current owners had played a significant role in the success of the business, having nurtured key client relationships, driven product innovation, and overseen critical strategic partnerships. With the owners planning to exit the business within three months post-acquisition, our client (PE Firm) was concerned about the operational continuity and the risk of losing key relationships that had been instrumental in the company’s performance.

Challenge

The operational assessment needed to address the following key challenges:

  1. Succession Planning for Leadership: The senior leadership team, closely tied to the outgoing owners, would need to be replaced either from internal talent or through external recruitment. The concern was whether the business could sustain performance with new leadership and whether internal talent was ready to step into senior roles.
  2. Client Relationship Dependency: Many key client relationships were personally managed by the owners, leading to concerns that the clients’ loyalty might be tied to these personal connections. If these relationships were not smoothly transitioned, the business could face significant revenue losses.
  3. Product Development and IP Risks: The owners had played a direct role in product strategy and innovation. There were concerns about whether the business could maintain its competitive edge in the market without the owners’ leadership. Additionally, there were questions around intellectual property (IP) ownership and the management of key licenses.
  4. Strategic Partnerships: The business had established strong partnerships with suppliers and collaborators, some of which were based on personal relationships with the owners. Ensuring these partnerships remained intact during and after the leadership transition was critical to avoiding operational disruption.

Approach

To address these challenges, we conducted a comprehensive operational assessment, focusing on succession planning, leadership gaps, and the potential impact of the owners’ departure on key business relationships and processes.

  1. Succession Planning and Leadership Transition:
    • Internal Talent Assessment: We evaluated the potential of internal leadership candidates to step into senior roles. While some promising talent existed, it was clear that external hires would be needed to fill critical gaps, particularly in strategic roles like Chief Executive Officer (CEO) and Chief Operating Officer (COO).
    • Leadership Development: A recommendation was made to immediately start leadership development programmes for internal candidates while simultaneously initiating a search for external talent to ensure a seamless leadership transition.
  2. Client Relationship Risk Mitigation:
    • Client Relationship Mapping: We created a map of key client relationships, identifying which relationships were directly managed by the owners. The findings showed that a significant percentage of revenue came from clients with a personal connection to the owners.
    • Transition Plan for Clients: A phased transition plan was developed, pairing existing account managers with owners during the final three months to ensure that clients felt supported during the transition. Communication strategies were designed to reassure clients of business continuity and maintain their trust.
  3. Product Development and IP Strategy:
    • Innovation Continuity: We assessed the strength of the research and development (R&D) teams and recommended the recruitment of a new head of product development to ensure ongoing innovation. This role would replace the direct oversight that the owners had historically provided.
    • IP and Licensing Review: An intellectual property review confirmed that key patents and licenses were owned by the business rather than the individuals, ensuring continuity post-acquisition. However, a strategy was implemented to ensure that the new leadership was equipped to manage and renew licensing agreements without disruption.
  4. Strategic Partnership Stability:
    • Supplier and Partner Risk Assessment: We evaluated key supplier and partner relationships, identifying where the owners had personal influence. While most partnerships were based on formal agreements, some key partnerships required a personal touch.
    • Partnership Transition Plan: A strategy was developed to introduce new leadership to key partners, ensuring a smooth handover and preserving favourable terms. Where necessary, contractual renegotiations were planned to formalise relationships beyond personal ties.

Outcome

By focusing on a comprehensive approach to succession planning and mitigating the risks associated with the owners’ departure, our client was able to:

  • Successfully Transition Leadership: A blend of internal promotions and external hires ensured that the leadership transition occurred smoothly, with minimal disruption to operations.
  • Preserve Key Client Relationships: The phased transition plan ensured that client relationships remained stable. Clients were reassured of the business’s continuity, and no major contracts were lost during the leadership transition.
  • Maintain Product Innovation: With a new head of product development and a well-supported R&D team, the business continued to innovate and stay competitive in the market.
  • Safeguard Strategic Partnerships: Key supplier and partner relationships were preserved, and favourable terms were maintained even after the owners exited.

Lessons Learned

  • Early Succession Planning is Critical: Addressing leadership gaps early, through a mix of internal development and external recruitment, can mitigate the risk of operational disruption.
  • Client Relationships Must Be Transitioned Carefully: When owners play a pivotal role in client management, early engagement with clients and clear communication are essential to preserving revenue streams.
  • Product and IP Continuity Requires Proactive Leadership: Ensuring that the right team is in place to manage product development and IP is vital for long-term competitiveness.
  • Personal Relationships in Partnerships Need Formalisation: Relying on personal relationships with partners and suppliers can be a risk. Formalising these relationships through contracts ensures business stability.
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Trevor Parker

Facilitating Strategic Planning for The University of Sheffield

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Case Study: Facilitating Strategic Planning for The University of Sheffield’s Sports Faculty

Client Overview
The University of Sheffield, a leading research university in the UK, is renowned for its commitment to academic excellence and innovation. The Sports Faculty, part of the university, plays a pivotal role in promoting sports science, coaching, and physical education.

Challenge
Following a significant change in the financial funding structure, the Sports Faculty faced uncertainties regarding resource allocation and strategic priorities. The faculty needed a comprehensive strategic planning process to navigate this transition, ensuring alignment with the university’s broader objectives while effectively communicating changes to all stakeholders.

Objectives

  • To facilitate a structured strategic planning process tailored to the Sports Faculty’s unique context and challenges.
  • To design a roll-out sequence for cascading relevant information across the faculty, fostering transparency and engagement.

Approach

  1. Initial Assessment: We began with a thorough assessment of the current situation, engaging key stakeholders to understand their perspectives and concerns regarding the funding changes.
  2. Strategic Planning Workshop: We organized a series of workshops that brought together faculty members, leadership, and relevant stakeholders. These workshops aimed to:
    • Define the vision and mission of the Sports Faculty post-funding change.
    • Identify key priorities, challenges, and opportunities in light of the new funding structure.
    • Develop actionable strategies aligned with the university’s strategic goals.
  3. Collaborative Framework Development: We facilitated discussions to create a collaborative framework that emphasized collective ownership of the strategic plan. This involved:
    • Establishing working groups focused on specific areas such as resource management, curriculum development, and community engagement.
    • Encouraging open dialogue and idea-sharing among faculty members to foster a sense of unity and shared purpose.
  4. Cascading Communication Strategy: Recognizing the importance of effective communication, we designed a roll-out sequence to disseminate information across the faculty. This included:
    • Creating a detailed communication plan outlining key messages, timelines, and channels for information sharing.
    • Developing tailored materials such as presentations, FAQs, and newsletters to ensure clarity and accessibility for all faculty members.
  5. Implementation Support: We provided ongoing support during the implementation phase, helping faculty leaders monitor progress, gather feedback, and adjust strategies as needed. Regular check-ins were established to maintain momentum and address emerging challenges.

Outcomes

  • Enhanced Clarity and Direction: The strategic planning process provided the Sports Faculty with a clear vision and actionable strategies, enabling them to adapt to the new funding structure effectively.
  • Improved Stakeholder Engagement: The collaborative workshops fostered a sense of community among faculty members, enhancing their commitment to the strategic plan.
  • Effective Communication: The cascading communication strategy ensured that all faculty members were informed and engaged throughout the process, leading to increased transparency and trust.

Conclusion
The strategic planning facilitation for The University of Sheffield’s Sports Faculty proved to be a vital process in navigating the complexities of a changed financial funding structure. By fostering collaboration, clarity, and effective communication, the faculty was empowered to align its objectives with the university’s broader mission, ultimately enhancing its impact on students and the community.

This case exemplifies the importance of structured strategic planning and communication in academic settings, particularly during times of transition.

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Trevor Parker

Transforming an £18 Million Online Sports Brand

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Case Study: Transforming an £18 Million Online Sports Brand

Client Background:

The client was the founder of an £18 million online direct-to-consumer sports brand, which faced significant operational challenges leading to a £500,000 loss. The founder sought strategic support to revitalize the business and improve performance.

Initial Engagement:

To diagnose the core issues, we undertook a comprehensive two-week review of the business. This involved interviews with key stakeholders, analysis of operational processes, and an assessment of roles and responsibilities to identify areas needing improvement.

Issues and Challenges:

The review uncovered several critical challenges that needed to be addressed:

  1. Unclear Roles and Responsibilities: Many team members were unsure of their specific roles, leading to inefficiencies and overlapping duties.
  2. Poor Stock Control: Inventory management was ineffective, resulting in overstocking and stockouts, impacting cash flow and customer satisfaction.
  3. Uncontrolled Buying: Purchasing processes were not well-regulated, leading to excessive inventory costs and misalignment with actual demand.
  4. Misaligned Marketing: Marketing efforts were not effectively aligned with sales objectives, leading to missed opportunities in reaching target customers.
  5. Significant Customer Service Issues: The company faced numerous customer service challenges, resulting in dissatisfaction and increased churn rates.
  6. Imminent Withdrawal of Banking Support: The business was on the verge of losing banking support due to financial instability, creating urgent pressure for improvement.

Strategic Plan Development:

Based on our findings, we collaborated with the founder and management team to create a robust strategic plan that included:

  1. Role Alignment: We clarified roles and responsibilities across the management team to enhance accountability and efficiency, aligning individual objectives with the company’s strategic goals.
  2. Improved Stock Management: We implemented more effective inventory control processes to reduce costs and ensure product availability, aligning stock levels with sales forecasts.
  3. Controlled Buying Processes: We established purchasing guidelines to regulate buying practices, ensuring inventory levels remained aligned with actual demand.
  4. Marketing Alignment: We developed a cohesive marketing strategy that aligned with sales objectives, enabling the team to effectively target and engage customers.
  5. Customer Service Improvement: We instituted a customer service enhancement program aimed at resolving existing issues and improving customer satisfaction.
  6. Structured Performance Review Processes: We established weekly, monthly, and quarterly performance and planning sessions, incorporating Sales and Operations Planning (S&OP) processes to improve alignment between sales forecasts and operations.
  7. Key Performance Indicators (KPIs): Relevant KPIs were developed to measure performance across departments, ensuring progress was tracked and communicated.
  8. Communication Framework: A structured communication plan was put in place to foster collaboration, ensuring that all team members were aligned on objectives and priorities.

Implementation Support:

Throughout the implementation phase, we provided ongoing support, which included:

  • Facilitated Sessions: We conducted sessions to guide the management team through the execution of the strategic plan, helping them to navigate obstacles and maintain momentum.
  • Coaching and Mentoring: Individual coaching sessions helped develop leadership skills among team members, fostering accountability and ownership.
  • Progress Tracking: We regularly reviewed progress against established KPIs, making data-driven adjustments to the strategic plan as needed.

Results:

Over a two-year period under our strategic guidance, the business achieved remarkable results:

  • Turnaround from Loss to Profit: The company transformed from a £500,000 loss to an EBIT of £2.5 million, reflecting significant improvements in both sales and operational efficiency.
  • Operational Efficiency Gains: Streamlined processes and clear responsibilities led to enhanced productivity and a stronger bottom line.
  • Improved Morale: With clearer roles and structured performance metrics, management team morale significantly improved, leading to a more engaged and motivated workforce.
  • Banker Confidence Restored: Our strategic plan quickly gained momentum and restored the confidence of the bankers, who were initially prepared to withdraw support. Although there is no formal written testimonial, the senior banking director has provided several extremely positive verbal references regarding our impact.
  • Successful Exit: The business was sold the following year for £22 million, highlighting the effectiveness of the strategic overhaul and the solid foundation laid for future growth.

Conclusion:

This case study illustrates the powerful impact of strategic guidance in transforming an £18 million online direct-to-consumer sports brand. Through clear role alignment, improved inventory management, enhanced marketing strategies, and customer service improvements, the founder and management team not only overcame significant challenges but also positioned the company for a lucrative exit, demonstrating the value of effective leadership and strategic planning in driving business success.

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Trevor Parker

Designing a Field Sales Process for AA Warranty’s National Sales Team

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Case Study: Designing a Field Sales Process for AA Warranty’s National Sales Team

Client Overview
AA Warranty, a prominent provider of vehicle warranty and protection services, faced challenges in its field sales operations due to a lack of a structured sales process. With a mixed team of independent and employed regional sales representatives, the company needed a cohesive strategy to improve sales performance and customer engagement.

Objective
To design and implement a comprehensive field sales process that enhances the efficiency of the sales team, aligns their efforts with corporate objectives, and ultimately drives increased revenue.

Key Challenges

  1. Inconsistent Sales Practices: The sales team employed varying sales techniques, leading to inconsistent results across regions.
  2. Poor Communication: There were strained relationships between regional sales representatives and head office staff, hindering collaboration and support.
  3. Limited Training: Sales representatives had different levels of product knowledge and sales skills, impacting their ability to engage effectively with customers.
  4. Ineffective Use of Resources: The absence of a structured process resulted in wasted efforts and missed opportunities in lead generation and customer follow-up.

Solution Development
To address these challenges, a structured sales process was designed with the following key components:

  1. Sales Process Framework:
    • Developed a clear step-by-step sales process that included lead generation, qualification, presentation, objection handling, and closing. Each stage was supported by specific tools and resources to aid sales representatives.
  2. Training and Development:
    • Implemented a comprehensive training program that provided sales representatives with essential skills and product knowledge. This included role-playing exercises, workshops, and ongoing coaching sessions.
  3. Sales Support Materials:
    • Created standardized sales materials, including presentations, product sheets, and objection handling scripts, ensuring all representatives had access to consistent and effective resources.
  4. Communication Strategy:
    • Fostered better communication between the field sales team and the head office by implementing regular check-ins, joint planning sessions, and cross-departmental meetings. This helped build trust and align objectives.
  5. Performance Metrics:
    • Established key performance indicators (KPIs) to measure sales effectiveness, including conversion rates, customer satisfaction scores, and average deal size. Regular performance reviews were conducted to provide feedback and identify areas for improvement.

Implementation
The new sales process was rolled out in phases, beginning with pilot regions. Feedback was gathered from sales representatives to refine the process and address any challenges encountered. Training sessions were held across the country, ensuring all team members understood the new procedures and felt supported in their transition.

Results
After implementing the new field sales process, AA Warranty experienced significant improvements:

  • Sales Growth: The structured process led to a 25% increase in overall sales within the first six months post-implementation.
  • Enhanced Efficiency: The average sales cycle was reduced by 30%, allowing representatives to close deals more quickly and effectively.
  • Improved Team Morale: Regular communication and support from the head office improved relationships between regional representatives and management, fostering a more collaborative environment.
  • Higher Customer Satisfaction: Customer feedback indicated an increase in satisfaction scores, attributed to better-trained representatives and more consistent engagement.

Conclusion
By designing a comprehensive field sales process, AA Warranty successfully transformed its national sales team into a cohesive, efficient unit that significantly improved sales performance and customer engagement. The structured approach not only addressed existing challenges but also set the foundation for sustainable growth and continued success in the competitive vehicle warranty market.

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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.