As one of the world's premier professional services firm, BDO delivers assurance, tax, and advisory services to clients around the globe. We have worked in close partnership with senior leadership to support the firm's multi-year growth strategy.
Our focus has been strengthening BDO's business development culture, processes, and skillsets. We created the firm's first sales methodology, customized to meet the needs of BDO's unique partner-led sales model. This approach supported a focused on elevating the conversation with sophisticated decision-makers and navigating complex, consensus-driving buying journeys.
In addition, we created a wide range of highly tailored training programs, including a year-long coaching and development academy for new partners. Other projects have included development of go-to-market strategies for new practices, business developer compensation and role design, and major pursuit coaching. During our partnership, firm revenue has more than doubled thanks to higher win rates, larger deal sizes, and expansion into new markets.
CHI is a global leader in the business travel industry – providing travel management, meeting and event services, and business travel consulting. While they have made significant investments in sales resources to build a presence in a high-profile market segment, the company lacked a consistent sales process. They sought our help in creating a “Way of Sales” for their global sales organization and a comprehensive sales onboarding program for new hires.
Our approach involved the development of a full “Way of Sales” program that included the development of a core sales process, supporting tools, sales training, and a sales coaching program aligned to a new sales management cadence. Specific focus included a sales process and playbook that supported fully-customized solutions for smaller niche segments. We also developed a high-impact conversation guide to enable greater messaging consistency as well as a sales leader playbook and coaching guide to structure team conversations. Finally, a training roadmap outlined the new hire learning journey that included modular training content for webinars and targeted instructor-led training sessions. Recently, we were reengaged to provide strategic advisory support related to their sales incentive plans.
Constellation Energy is a national provider of power, gas, distributed generation in the deregulated energy sector. We have partnered with the company in a series of projects spanning the areas of sales team merger integration, customized business value sales process, and sales training.
A major focus was the standardization of selling and coaching processes. Sellers were pursuing the wrong decision-makers, encountering indirect challenges with brokers, presenting poorly developed cases for change, not clearly articulating value propositions, not developing compelling business drivers, and inefficiently moving the customer through the decision process. We developed a new coaching approach anchored to a set of standard processes and delivered practical training for the sales management and sellers.
Following this work, opportunity management effectiveness grew significantly as measured by higher close rates. Related training sessions were also well received, receiving the highest rating of any portion of the SKO agenda three years in a row.
Cox Automotive is the largest provider of technology solutions for manufacturers and dealers. Having grown rapidly by acquisition, the company faced multiple, individual sales forces without a unified go-to-market approach or methodology. Leadership wanted to develop a single sales team bringing holistic solutions for clients.
Our approach began with structured discovery that then bridged to a collaborative design process for crafting a custom enterprise account management methodology. We also integrated processes and tools for account and territory planning, opportunity management, relationship growth, and consultative selling. This methodology ultimately spanned 14 customized specific processes, multiple new roles, underlying tools, and CRM integration.
The new Client Success dealer sales organization now drives steady revenue growth and greater win rates. Voice of customer research also indicates that decision-makers now have a better understanding of the full Cox solution portfolio.
Extended Stay Hotels is the largest owner/operator of company-branded hotels in North America with over 650 hotels. We were engaged to help drive an organizational redesign of the sales team and bring leading practices around their many channels of business.
The project started with a selling skills assessment to define future skills, which guided development of a new onboarding strategy. This included developing the right sales process training materials and leadership cadence. Our approach also involved designing a sales compensation strategy for the team. After redefining key roles and expanding its centralized sales team, the company successfully realigned sales resources to sell to key clients and capitalize on market opportunities.
The company met or exceeded revenue targets in the 2+ quarters following our engagement, which is a testament to the renewed focus on driving customer value and providing a rewarding place to work for its sales team.
IHG has a global portfolio of hospitality brands spanning 4,400 hotels across 100 countries. IHG’s sales team positions their products to a diverse set of B2B customers seeking meeting space and corporate travel agreements. In response to changing markets, IHG sought to elevate its sales force and processes to support both on-property and corporate salespeople.
We were engaged to assess the alignment of their global sales organization, go-to-market strategy, org design, and pipeline culture. This work included analyzing their 1000+ tiered customer base to define a new go-to-market strategy and org design to maximize revenue and customer value. We also re-architected their sales structure and accounts/territories to align resources against market and account potential. Finally, this engagement deployed a “Way of Sales” insight-based sales methodology.
As result, IHG saw accelerated growth in their key segments. Additionally, key global sales leaders felt confident in their properties and energized by the selling story we created together.
PAG is a leading provider of inventory-supported MRO services for aircraft. The company engaged us to develop and deploy a custom sales methodology, a need triggered by fast-growth and an acquisition.
Because PAG’s customers run the gamut from single aircraft owners to corporate fleets, we focused on creating a process aligned to the unique needs of different customer segments and service offerings. A larger objective was establishing a stronger long-term revenue growth mindset. The new opportunity management and account management methodology centered on elevating the level of customer interactions, deepening seller understanding of their customers’ businesses, and executing more disciplined account planning. We then partnered to deploy these concepts via collaborative workshops that avoided the negative connotations of traditional training “events”.
After the initial rollout, PAG continues to utilize the workshop model to review account results and strategies. During our 8+ year relationship, PAG has experienced an average 20%+ annual growth. Leveraging the new selling tools, skills, and strategies, the client has also seen dramatic growth in both the number and size of their strategic accounts.
Provista is the leading group purchasing and supply chain operations management organization in the non-acute space.
Selling into this market is complex. The Provista sales team is met with numerous competitive forces - commoditization and channel confusion coupled with sophisticated procurement and supply chain operations. The sales team needed a differentiated approach to the market.
An adaptive, situational methodology was needed to address the many changing deal factors. Our training program focused on helping the reps identify the key deal factors, prioritize and interpret the situation, and build better pursuit strategies. This situational process ultimately generates better customer results.
Our work significantly enhanced strategic selling skills across the team, resulting in more sales process discipline and more effective customer-facing messaging. This highly customized program also provided the basis for launching a formal sales enablement organization. Sales results have continued to outpace the competition.
Sotheby’s is a global auction business with a complex set of services across sales, financing, and art education. The company sought to drive greater performance in the face of increasing market pressure. We were engaged to support their journey toward increased sales productivity of their client-facing team.
After an in-depth discovery process that included interviews with global stakeholders, we redesigned their client-facing organizational structure to bring to life a culture of performance and accountability. This work included role design, sales process refinements, and a new client management program. We also customized leading and lagging indicators as part of future scorecard development. Finally, we created a longer-term sales effectiveness roadmap that outlined a series of actions to institutionalize the new behaviors and capabilities over the long-term.
Sunbelt Rentals is one of the largest commercial and industrial equipment rental companies in North America. Experiencing significant growth, they needed to quickly scale their sales leadership to capitalize on market opportunities.
We partnered together to design a custom sales leadership development program. The objective was to upskill the sales management skills of the incumbent, operationally-focused leaders and to accelerate the onboarding of new leaders. Our approach included creation of new territory and account planning processes and a refresh of core sales process elements. We also developed a sales management and coaching playbook to help leaders more effectively diagnose and address team performance gaps. The project included design of a national deployment strategy that involved a series of 2-day instructor-led workshops.
As a result of this work, Sunbelt experienced a significant increase in engagement from sales leaders and sales teams. The program was considered a key enabler of the company’s rapid growth in both locations and team members.
Thomson Reuters is the leader in financial software supporting smarter investment decision-making. We were engaged in two major areas of work. The first centered on identifying priority customer profiles and re-aligning the company’s overall sales process. The second focused on elevating the company’s sales manager capabilities.
We conducted sales and customer interviews to synthesize five distinct customer personas, including their purchasing influences, buying triggers, keys to gaining preference, resources for the decision process, and major sensitivities. The personas were used to create an adaptive buyer’s journey and aligned sales process. This work also developed a top sales performer profile.
To improve sales management execution, we identified “in-the-moment” coaching opportunities across the areas of: pipeline and forecasting, territory planning, account planning, opportunity management, pre-sales call prep, sales call execution, trials, and renewals. Knowing that coaching tools were not enough, we facilitated skill development and application sessions for first-level sales managers in the US and Europe. We also led train-the-trainer sessions for the sales manager audiences in Asia and Australia. These highly-interactive, day-long sessions gathered a cross-functional set of sales managers to discuss and workshop how the coaching moments could be applied to their teams in the short and long term. Managers walked away with a personal action plan that guided their coaching and development efforts for the next quarter.
Waste Management is the leading provider of environmental solutions in the country. Their large field sales team works with numerous municipalities and businesses to support business operations while maintaining a focus on the environment.
Brevet worked with HR leadership to conduct a detailed review of the company's sales compensation programs. Conducting such a review requires a deep-dive into a large and complex sales organization with many different customer-facing motions.
Our work equipped HR leadership with the strategy and data insights to partner with sales leadership in a thoughtful update of incentive plans. The recommended changes enhanced plan designs and improved field communication effectiveness. Overall results improved the alignment between field behaviors and the key business value drivers.
Washington Gas Light participates in the fast-changing unregulated competitive energy market. They needed support improving various sales operations and effectiveness elements to continue scaling their growth.
We partnered with senior sales leadership to develop a custom set of operating processes for both the utility and retail sales teams: opportunity planning, sales call planning, win/loss review, one-with-one customer meetings, and team meetings. We then facilitated a series of coaching workshop sessions to set expectations and train leaders on a new cadence for management. Two subsequent seller workshops focused on the five procedures and equipped them with a set of practical tools to support their customer engagement.
As a result of this work, sales leaders are better equipped to coach, model, and reinforce sales best practices, and sales professionals are executing more effective and consistent interactions with their leaders and customers. Overall metrics – pipeline, opportunity size, win rate, and cycle time – continue to improve.
Wolters Kluwer is a provider of global information, software, and services. We partnered with their company’s Compliance Solutions unit, which sells technology and content to banks, lenders, investment houses, and insurance companies. This newly acquired unit had a disparate sales team that faced issues with market opportunity. The client wanted to optimize coverage for their channel economics and market segment potential. They also recognized opportunities to effectively leverage partners and an inside team.
We reviewed their go-to-market/sales strategy and identified gaps and opportunities through a combination of quantitative (data analysis, comparison to benchmarks, time survey) and qualitative (interviews, survey) methods. Next, we developed a gap analysis of needs across each of the major areas of our “Way of Sales” model: structure, processes, tools, skills, compensation, metrics, sales management, and role capabilities. We identified programs and initiatives to optimize the go-to-market model while developing a roadmap and prioritization model to help evaluate the timing, sequence, and value of our recommendations.
The company immediately executed our recommendations, which aligned well with their 3-year strategic plan. After the first year, the client experienced significant YoY increases in pipeline value, speed-to-close, and win rates.
AUL sells automotive insurance plans through third-party agents to automotive dealers throughout the country. Struggling with a smaller sales team and a highly saturated market, AUL needed to improve how sellers prioritized opportunities that drive incremental sales. There were three hurdles to these efforts: no consistent sales standardization/process, limited time for all levels of potential customers, and severely outdated CRM tools.
We started with agent segmentation focused on a growth potential rating, then implemented an adaptive sales process to create a consistent sales language. We also developed CRM business requirements reflecting the new agent segmentation and new sales process. Our change strategy emphasized the alignment across the C-suite, senior sales leaders, and sellers.
As a result of this work, the company saw meaningful incremental revenue growth, reduced sales cycle time, and higher volumes of opportunities.
Avon is a well-known privately-held B2C direct marketing organization. With declining revenues, rising representative attrition, and increased competition, the company sought to energize, engage, and educate their large, independent-operator sales team.
Our engagement developed and activated a highly structured program to improve selling, recruiting, and leadership with their sales management team. The training and management engagement toolkit included a mix of live trainings, train-the-trainer sessions, eLearning modules, and a detailed manager field coaching guide. The concepts were introduced to over 5500 team members during their annual sales conference and then packaged for deployment to educate 350k+ representatives that were unable to attend.
As a result of this work, the company saw a significant increase in the effectiveness and consistency of sales management coaching across the organization. The program also provided a lasting framework for continuous training and manager development.
Brooks is the industry leader in performance running footwear and apparel. Superior innovation, product, and marketing continue to propel this brand forward. The sales strategy is critical to delivering on a brand promise that exceeds the competition.
With one of the most tenured sales team in the industry, Brooks was looking to innovative its sales model. The goal was to maintain their competitive advantage while accelerating growth. Sales compensation is a key lever to ensure sales delivers on aggressive targets.
Brevet worked with HR and sales leadership to design and model critical compensation design changes. Our team's recommendations drove improvements in the broader sales talent structure and incentive design decisions. The result has been continued growth for a industry leader.
CGP is a pet, lawn, and garden supply marketer and producer that operates across fifteen countries. We have served as a trusted partner over multiple years, supporting the company’s continued growth.
Our early work involved identifying efficiencies resulting from a merger and organizational change. This included better understanding of the combined company’s customer base and creating a more proactive, consultative channel sales process. We’ve also supported the development of new value propositions, consumer and category data, and a custom “Way of Sales” methodology. Over the years, our partnership has continued with a series of sales transformation projects covering foundational sales process, sales and marketing integration, sales leadership development, role and org structure design, and account planning methodology.
Most recently, we have supported continued improvement of their management capabilities through design and facilitation of a custom leadership training academy. This “mini-MBA” program spans multiple career levels and seeks to improve the business acumen and management effectiveness of new and mid-career leaders.
Brevet's growth transformation work with the Competitor Group, which owned the Rock 'n' Roll Marathon series as well as other sports media assets, helped secure the transaction of the organization to Ironman.
We worked with the executive team and equity ownership to advise on a broader growth transformation. The goal was to maximize the potential of the core Rock 'n' Roll series brand as well as the supporting media property brands that included Women's Running, Triathlete, and VeloNews.
Our work identified a number of growth opportunities within the media business. We also focused on strategies to improve results through better sales execution in the sponsorship and registration businesses. This included more targeted sales deployment, greater sales accountability, and improved sales messaging.
The results of our engagement enabled the Competitor Group to transact at an attractive value for the equity ownership team.
Jarden is a global consumer products company that sells across multiple segments. The Consumer Solutions Division had grown through acquisitions and lacked a consistent line review process and definitive roles/responsibilities across product and field sales.
The previous approach was inefficient, last-minute, and generally item/price-focused. The activities were also primarily conducted by product managers, keeping them from new product innovation and more strategic sales management. To enable a better process, we designed a new customer marketing organization to work with field sales and channel sales. This enabled product managers to return to their primary role. Our project also delivered a quantitative account segmentation tool, and we trained field sales, channel sales, and customer marketing teams to run the new line review process.
As a result of this engagement, the client implemented a disciplined new line review process that included more efficient prep activities customized for customer segments, a stronger quantitative customer segmentation with easily-changeable parameters, and re-defined roles/responsibilities for all teams.
The world's leading provider of corporate payment solutions was looking to ensure they stay at the forefront of the market. Doing so requires insights into how to best enable a 5,000+ global field force.
We supported sales enablement leadership by leveraging research and insights from Brevet's Sales Enablement Maturity Model. Using our proprietary database, we conducted an assessment and benchmark study on leading and emerging sales enablement practices.
Our perspective and recommendations guided leadership to make significant investments in their enablement operations, redesign organizational structures, and refined key workflows with other functions. All while maintaining a focus on the core metrics that drive sales.
Assurant is a global, billion-dollar specialized insurance provider with various routes-to-market, including brokers, agents, distributors, and sellers. For this initiative, the focus was on a newly created mortgage solutions division. We partnered to align leaders of multiple business units to a new, well-rounded go-to-market strategy.
Our work included collecting customer insights, conducting seller interviews, and facilitating collaborative working sessions to finalize a set of go-to-market options. Once the new model was selected, we supported the activation of the new org design and other recommendations.
This effort also included training all sellers across the business units on the full ‘bag’ of products and services. As a result, new revenue synergies were generated, and the sales team was equipped to present a solutions-oriented message to joint customers.
Datasite (formerly Merrill Corporation) provides technology-enabled platforms for secure content-sharing, regulated communications, and financial disclosure services. Sales leadership faced a set of challenges, including managers being promoted without proper training, a lack of consistency in a high-velocity environment, and the need to transition from transactional selling to value selling.
We designed a customized front-line manager program that included a dynamic playbook, tools, and job aids. A major focus of the program was introducing and training a stronger management rhythm and related skills. In addition, we developed a new strategic account management program to elevate how sellers identified and prioritized the top business issues facing their customers. This approach was key in moving the company away from pure tactical sales.
Unlike “off the shelf” approaches that the client had seen from other firms, our customized manager program was extremely well-received and continues to impact the quality and consistency of sales leadership. In response to the account planning project, the strategic teams saw short-term revenue gains of over $5 million, and they are continuing to incorporate these new approaches company-wide.
The world leader in global payment solutions has grown through many acquisitions over the last 5 years. These transactions have forced the sales organization to rationalize numerous sales roles and compensation design practices as they seek to build synergies.
Working with the sales compensation leader, we advised on a key plan design parameters. We teamed with sales, HR, and finance across the various segments of the complex organization to build support for the design changes.
Our work has resulted in improved role clarity and competency requirements, continued consolidation in the number of plan designs, improved cost of sales, and gains in administration and plan governance efficiency.
Mastercard is a global payments technology pioneer operating in more than 200 countries and territories. They needed a new hire onboarding program for account managers.
Following an assessment phase, we developed a “Fast Start” new hire onboarding strategy and roadmap. This included a new seller onboarding guide and a companion manager guide that outlined their role in supporting new seller success. The program allowed the company to map the new seller experience over time using a structured framework. It also provided detailed, personalized guidance for new account managers during their first year.
Our client has implemented “Fast Start” pilot programs within each of their global regions. The feedback from both new hires and managers has been positive. Objective measures involving ramp/time-to-productivity have also increased. Full global rollout of the program continues.
Schroders is a major asset management firm operating in 28 countries. While they had experienced significant growth across institutional and intermediary business lines, competitive landscape and client expectations were rapidly evolving.
We were engaged to identify and address variances in sales processes across the customer lifecycle. The lack of consistent terminology, standard processes and practices, and globally defined insights held them back. In response, we developed and deployed a global “Schroder’s Way” of selling along with requirements to update their CRM and enabling tools. Our work centered on defining or refining their territory management, lead management, opportunity management, contact management, and account management processes.
As a result of our partnership, Schroders optimized sales team coverage, improved focus on the right accounts, and elevated pipeline and sustainable growth of the business. Our program provided a consistent language and platform for Schroder’s to continue to improve the value their team provides to clients.
Rowe Price is a global asset management firm offering funds, advisory services, account management, and retirement plans. Management sought to expand focus into the small business segment.
We were engaged to equip their sales force to successfully engage this new segment. A major focus was developing a common business architecture to drive a single CRM system. Through a series of discovery activities and facilitated workshops, we aligned on a high-level business process narrative. We then created recommendations for their new go-to-market strategy, ultimately driving a series of sales transformation workstreams covering a customer-aligned sales process, a cross-division, internal lead management process, and territory management. To activate these changes, we built a sales management cadence and playbook, facilitated alignment of marketing and sales priorities, and defined the major KPIs.
This work was key to establishing business alignment across the US and global segments. The global building blocks continue to serve as the baseline for ongoing business process refinements. Leading indicators of sales growth have increased substantially.
Western Union, 100+ year financial services organization, faces disruption on many fronts. Growth is contingent on digital innovations and expanding their independent agent channel.
Brevet collaborated with sales leadership to design, build, and deploy a custom sales methodology to improve field rep effectiveness.
Our program focused on equipping field teams with new and improved strategies and tactics to drive growth within the independent agent channel. The methodology included tools for helping reps plan their territories and prioritize accounts. It also introduced and trained key selling skills. Additional tools and training were provided to field leaders to help them coach the new methodology.
In addition to improving new agent activations, our customized sales methodology helped establish an enhanced corporate sales enablement function.
Aflac, America’s most recognized provider of supplemental insurance, was at an inflection point within their distribution strategy. A very entrepreneurial and grass roots field team needed to evaluate its sophistication to meet the changing employer and consumer needs during the launch of the Affordable Care Act.
We partnered with Aflac to develop their first Aflac Sales Academy, a role based, robust curriculum and certification process that covered all roles from first-time seller to sales leadership.
We partnered with them to build 200+ training assets to support the seller’s journey through academy. Curriculum assets included videos, instructor led classroom, product tip sheets, eLearning, sales kickoff materials, recruiting and learning assessments. In addition, we redesigned their field selling guides to help agents navigate a more complex environment.
In addition to the field strategy, we supported the stand-up of a broker focused team that has tasked with working with the top insurance brokers and penetrating the Fortune 500.In the first year, the Sales Academy drove several positive outcomes including 8% incremental premium growth, shortened ramp time by 33%, seller retention increased 16pts, increased seller recruitment (14%)
Agiliti is the leading medical equipment management company servicing healthcare organizations across all sizes and specializations. Their services ease the pressures on overloaded nursing staff and help minimize costs of equipment management and repair.
Agiliti selected Brevet as their strategic enablement partner to develop and deliver initiatives to support a wide range of selling roles. Brevet helps facilitate a collaborative strategic planning process annually – identifying opportunities for more intentional enablement.
Strategic enablement initiatives include the activation of an account planning process and tool, planning and facilitation of multiple SKO events, seller and leader development, and realignment of roles in their go-to-market model.
A unique element of these initiatives emphasizes the role of the front-line leader. Tools and resources are developed to support leaders’ communication and reinforcement with the field.
This strategic enablement partnership creates a consistent, high-impact cadence of enablement for the field. Various selling roles are enabled to collaborate more effectively and sell larger, more complex deals.
Avante Health Solutions makes it easier and more affordable for every hospital, clinic, and medical practice to have the very best equipment, supplies, and service. We partnered with the company as they worked to integrate three sales teams into one organization.
The strategic objective was to transform the sales function to better meet the needs the changing healthcare market while optimizing call points. Working with senior leadership, our team lead the integration work to define the market opportunity, segment the current account base, build new territories, align team members, refine compensation programs, deploy quotas, and allocate targets.
Our proprietary approach to territory design and data management has given the team new insights into the market opportunity. The transformation has driven a more balanced selling approach. Allowing the reps to go deeper and broader into the market.
BenefitMall is a leading insurance broker services firm that helps brokers and carriers throughout the US enroll and manage clients. Through a series of acquisitions and rapid growth, senior leadership recognized that the front-line sales managers did not have a consistent way of leading their teams.
We were engaged to define and standardize BenefitMall’s “way of sales management”. Following an in-depth assessment of their sales management team, we delivered a customer sales management training program. This provided the front-line managers with practical skills and tools to support their teams.
The training program was well-received and has become the common language for sales managers across the organization. The company continues to see tangible results from consistent sales management as they continue to grow.
Benefytt is an insurance technology company that operates e-commerce health insurance marketplaces – allowing consumers to easily compare Medicare and private health insurance plans. In a crowded market, the company was looking to gain ground and deliver a differentiated customer experience.
Our initial engagement began by assessing the sales enablement organization’s effectiveness and training programs. Through a collaborative diagnostic, we uncovered a significant opportunity to build on the foundational selling skills developed during new agent onboarding. Agents often used the same approach with each customer. Through a series of workshops, we identified the most common customer scenarios and developed a situational selling playbook to equip agents with the knowledge, actions, language, and skills to tailor to various customers. We then activated this playbook through a series of virtual training sessions.
Our work provided the basis for new and tenured agents to more quickly recognize a customer scenario and adapt their selling approach. This helped reduce the number of lost opportunities and shortened the average sales cycle.
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Brookdale is the largest senior living provider in the US with more than 1,200 sales professionals. The complex decision process related to senior care creates many barriers for buyers. Working with senior leadership, we redefined the customer journey and how that comes to life in the sales experience.
Our focus was on positioning the sales team as guides for the decision process. This included new conversation tools, messages, and sales experiences designed to educate and align all influencers through the consensus-driven sales process. We deployed the program over six months using a highly structured process.
New concepts were first introduced by leadership, then shared with front-line coaches before sales reps were trained. The strategy also included a complete set of reinforcement and coaching tools. Key sales metrics saw significant improvement, including double-digit increases in close rates. Greater consistency in sales execution and quality coaching driven by the program also decreased rep turnover more than 10%.
Centene recently acquired Wellcare. As part of the integration, Distribution leadership identified an opportunity to improve the field team’s (~700 sellers) capabilities to execute outreach motions in a virtual environment. Developing a virtual skillset for the field team was critical to executing a successful annual enrollment period.
Our work focused on building a methodology for field team members to execute to work lead lists within their community through virtual touchpoints. A significant emphasis was on increasing the digital skillset and the telephonic sales conversation for traditional field sellers. Curriculum also included a dedicated focus to help sales leaders coach to the methodology
Our program included customized skill modules, job aids and tools to support field execution, including embedding new technology and quote processes. Our program led to an increase in cross-sell production and the most successful AEP in the company’s history in which they saw market share gains across their various markets
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Centers Health Care is a leading post-acute health care provider in the Northeast US. They provide services in a highly disrupted, quickly changing market.
After implementing an off-the-shelf sales training program, senior leadership recognized major gaps in sales management execution. This included a lack of a consistent management process and sales coaching skills. Sales managers acted more as individual contributors – taking over opportunities, not leading their teams.
We designed and implemented our Sales Leader Effectiveness Program that tailored the sales leadership methodology to their sales model. Through live sessions, virtual reinforcement sessions, and practical tools we worked with directly sales leaders.
Our program and strategy set the structure for a consistent management cadence and coaching framework. Managers were more equipped with right mindset, skills, and tools to support their team’s growth. More importantly they were able to lead a more disciplined sales management approach as the backbone for growth. As a result, sales improved but so did employee retention and accuracy and transparency into forecasting.
The leading provider of occupational healthcare solutions was seeking a way to elevate their sales rep conversations. We collaborated to develop an enablement tool that would equip their reps to facilitate broader business discussions with an employer.
Partnering with marketing, Brevet built a customized web application that allowed field sales to benchmark an employer's workplace injury and onsite clinic programs against best-in-class. Combined with new messaging, the tool guiding the sales team in delivering more strategic customer conversations. The data from the tool linked with their CRM, providing field insights and further enhancements to their health benchmarking capabilities.
This new messaging approach and tool were rolled out through a series of training workshops. As a result, sales team effectiveness with B2B buyers has dramatically increased, especially the ability to sell broader and more complex solutions.
Delta Dental is the nation's leading dental insurance provider. The company literally invented the concept of dental insurance back in 1954. As a market leader, Delta Dental saw an opportunity to further innovate by growing membership through a Direct-to-Consumer sales model. A licensed inside sales team would be responsible for executing the sales process to enroll individuals.
The approach would leverage an omni-channel experience that incorporated their digital marketing presence. Working with sales leadership, we built a custom sales methodology that reflects the unique aspects of their sales motion. This work included adaptive sales plays within a structured process as well as tailored messaging.
We supported the rollout of the new methodology with a blending learning strategy that included live workshops, podcast-style reinforcement modules, and coaching tools. Our approach has led to a dramatic increase in lead conversion rates and overall sales volume. Thanks to ongoing reinforcement support, sales KPIs continue to rise.
Blue Cross Blue Shield of Florida (a Guidewell entity) is a thought leader in healthcare, insurance and wellness market. As a market leader, BCBSFL identified a need to quickly scale field-based retail team members as well as their commercial team on selling skills, tactics, and messages
We partnered with BCBSFL to launch a video certification process in which reps would complete a video simulation associated with key milestones of the customer journey – from consumer outreach to broker conversations, to employer business coverage reviews.
We developed a simulation curriculum based on real selling challenges that leveraged technology to automate workflows and scale the simulation. Sellers progressed through the curriculum by executing a series of recorded role plays.
Sales leaders were trained to coach and inspect the certification process. The simulation certification process became embedded within new hire, product and process launch cycles. Seller effectiveness improved as measure through role specific results as well as post simulation surveys.
Humana's commercial business services small, medium, and large employers across the country. With nearly 500 sales professionals, Humana was seeking a differentiated approach to engage their broker channel sales partners.
To differentiate themselves with brokers, Humana sought to be viewed as a provider of broader wellness solutions, moving beyond the traditional view of health insurance.
Working with sales training, sales operations, and field sales leaders, we built a customized training program. The new sales process leveraged employer insights to elevate the conversation with brokers. Our program scaled across the geographic teams and to different roles servicing the employers. The methodology and messages were custom built to reflect Humana's positioning and value.
Our program has become the benchmark in the organization for learning programs and continues to generate positive results. Advanced training programs have been added to supplement the core program, further enhancing the effectiveness of the core methodology.
Oak Street Health is an emerging player in senior healthcare market focused on preventive medicine and quality of care over volume. Oak Street is experiencing significant growth and needed realign their call centers, as they double their headcount resources and triple their revenue.
We provided a full sales compensation audit of their existing plans and designed and modeled the new compensation plans for the future call center organization. Our designs included multiple levels of front-line sellers, team leads, supervisors and management roles.
As a result of the benchmark analysis, Oak Street Health increased their overall compensation structure to achieve their aggressive hiring goals and recruit the best of the best in the market. In addition, our new incentive plan is simplified, maintains cost of sales, and improves the line-of-sight reward for high performing individuals, while driving overall patient volume goals.
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Benjamin Moore produces high-quality paints and finishes and delivers them directly to customers through a nationwide network of independent retail locations. We partnered with the organization to help sellers improve the effectiveness of their lead generation and account management activities.
We designed and facilitated training, including sessions integrated into their national sales kickoff meeting. As part of our process, we collaborated to define the desired learning outcomes, test different models for adaptability, iterate the session content, add interactive elements, and pilot the final session content.
The focus of the training was on helping sales professionals make quality calls with the right process, pursue the right leads, and invest time with the right accounts. Our initial training received very positive feedback, and we continue to provide support and related content for improving sales performance.
As one of the top companies in the industry, dormakaba offers a wide range of high-quality products, solutions, and services for secure access to buildings and rooms from a single source. Through the years, dormakaba has consolidated 8 unique businesses into 5 focused organizations while harmonizing similar roles within and across those 5 organizations.
As part of many workstreams, the Brevet Group worked with business leaders, HR, Finance and IT to assess the current compensation framework for over 80+ roles across all businesses. Over a 6-week period and 20+ workshops, the Brevet Group consolidated numerous roles, simplified the number of plans all while providing data and goals to measure at lower level of influence such as account or region.
In addition, almost 50% of the organization has a top and bottom-line component. The Brevet Group mapped ~400 individuals from current to new plan and provided talking points and FAQ for each person and continued to simplify the communication and administration of the plan through consistent framework and documentation.
Flexco is a global leader in conveyor belts who has grown significantly in the past decade. As the company’s offerings and growth goals expand, leadership asked us to assess their sales compensation program.
Through design workshops, we transitioned the sales team from a ‘one size fits all’ commission plan to a goal-based plan, aligned to each territory. The plan significantly rewards high performers for achievement of goals and the growth of strategic products.
For the first time in company history, the sales quotas align with the overall corporate objectives. During implementation, we provided definitions, formalized plan documentation and policies for the organization. Since inception of the plan, the majority of the sales team is achieving their product and territory goals, while reducing the cost of sales.
Ingersoll Rand manufactures, sells, and services industrial and commercial products. As part of an overall sales effectiveness initiative, the organization sought to deploy standard processes that included opportunity and account management.
Our approach started with a comprehensive discovery process that included identification and codification of Ingersoll Rand’s existing best practices. We then collaborated to build a custom opportunity and account management methodology. Following the design and gaining leadership alignment, we focused on how to bring the concepts to life in the field. This centered on translating these new concepts into practical training and coaching materials. In a leader-led model, managers were trained to introduce and continuously reinforce the new processes with their teams.
Leviton is the largest privately held manufacturer of electrical wiring equipment in North America. Boosted by a series of new product innovations and product expansions, the company sought to elevate its sales effectiveness.
We supported the company through a series of engagements aimed at helping their internal and distributor teams sell more total solutions in the changing market. Our work included sales coaching and management training to improve field execution and effectiveness. New training and skill concepts were also embedded into product launches and new hire onboarding. A channel partner training program also extended the training to the company's larger sales ecosystem.
As a result of these efforts, the company's sales success continues in a highly-competitive marketplace. The strategies also improved alignment across the firm's global network of channel partners.
The leading provider of infrastructure solutions is a model for continuous improvement initiatives across it's diversified field operations. A new growth strategy was developed from these initiatives that led to redefinition of a number of customer-facing roles.
More focused field sales roles were freed from estimating and administrative tasks to be more focused on new business generation. To implement this transition, Brevet partnered with HR and sales leaders to build new sales compensation programs to motivate and reward the right selling behaviors. We also developed a quota assignment methodology to ensure the program aligned economically. Finally, we supported a multi-media communication strategy to build field awareness and buy-in to the new plan.
Our program was met with excitement in the field and delivered a positive ROI within the first quarter of implementation.
Pelican has grown from the niche scuba dive market into an industry leader in industrial cases and protective equipment.
Sales compensation and quota setting has played a critical role in driving the growth transformation, helping to build both a leading consumer and commercial brand.
Selling through numerous direct segments and channel partners creates complexity in defining sales roles, objectives, and compensation levels. Working with HR and sales leadership, the Brevet team advised on a series of strategic sales organization and incentive plan changes. Our work was grounded in the competitive market and leveraged many unique strategies to motivate and retain this high-performing team.
The company's premium status in the market is reflected in their go-to-market operations. Our work supported the growth of Pelican's brand awareness and sales results.
SATO America is a premier manufacturer of printers and RFID embedded tags and labels. We worked with the new executive team to layout a path to triple their revenue over the next few years, as they grow strategic solutions. Brevet led dozens of design workshops on sales strategy, sales structure, sales roles, sales process and sales compensation.
Our workshops provided senior leaders detailed assessments of the current organization, market organization & compensation benchmarks and industry insights on how to incentive direct and channel sales reps. Our recommendations drove SATO to redefine their sales organization and specifically align to customer type revenue (maintain, growth and new).
In addition, opportunities were identified to introduce strategic selling roles. Our strategy is supported by a new compensation plan, that rewards sellers for individual production over team performance. We led the reallocation of accounts and redefinition of roles to better align with customer segments.
The new incentive plan requires a new approach to setting quotas based on marketing potential, while limiting the ambiguity and cost of multiple crediting. Our work has helped them grow in their target segments and acquire new customer aligned with their strategy.
A global leader in water park design, equipment and technology needed to evaluate their sales compensation program, as they expanded their global footprint and increased their average deal size. Brevet worked closely with the executive leadership team to assess, design and implement a standardized global sales compensation framework.
The new framework ensured sales reps were focused and incented for both top line growth and bottom-line results. In addition, the sales compensation program established specific criteria to bridge the gap between sales and operations to encourage them to work together to define and deliver projects profitably.
Our work drove alignment among leadership and helped to establish the sales team role in driving margin, while increasing collaboration between sales, support and project managers. Our new designs were simple, improved role clarity, encouraged team selling. while minimizing the compensation administration.
8x8 is a leader in the integrated phone and video communications market. We created a new adaptive sales methodology. Our process enabled reps to deliver a repeatable sales experience customized to the prospect's business situation.
Our work with leadership and sales management focused on a sustainable process to help their teams thrive in a high-velocity sales environment. Starting with an extensive analysis of call recordings and workshops, we identified specific sales situations and the desired call flow process. From there, we simplified the discovery framework with more prescriptive guidance and sales messaging.
We reinforced the methodology by building a library of their common sales plays. A major focus was defining sales plays to keep deals from getting stuck. The results led to more reps hitting quota than ever before. The SMB market growth continues to accelerate 8x8 shareholder returns.
Carbon is a leading digital manufacturing company that provides 3D printing technology and products. The historical geo-based hybrid sales organization and compensation plans did not align with the future vision.
Through a series workshops, we worked with the Sales, Sales Ops, HR, Legal, and Finance teams to design a global sales organization focused on new vs. existing customers, specific product lines, and channels.
Our work ensured competitive pay packages with specific measures to incent the new sales organization, especially for high performers. In addition, a plan summary was built to easily track and manage the individual sales compensation plans.
The Sales Ops team was equipped with a revamped Terms & Conditions, simplified formal plan documents, plan overviews & FAQ, as well as individual plan “one pagers” to share with the field.
Cornerstone is the industry leader in talent and learning management software. Through their technology solutions, they transform how organizations engage their employees in the areas of learning and development, performance management, and recruiting.
We partnered with senior leadership, sales, and marketing to explore how Saba could deliver a differentiated buyer experience in a crowded market. Our solution focused on engaging clients early in their decision process, co-creating the recommended solution, and guiding sellers and influencers in building the organizational buy-in and budget for the purchase decision.
Our strategic approach to transforming the sales process has been met with glowing reviews from both prospects and sales team members. The sales impact has also been significant, resulting in growth across all geographies and business segments.
D2L is a leading learning management system (LMS) software provider for online learning and teaching. Like many other SaaS companies, D2L grew out of its ‘one size fits all’ revenue model and compensation plan.
We were engaged to conduct a qualitative and quantitative assessment of the D2L core compensation elements including on-target earnings, pay mix, performance metrics, accelerator tables, multipliers, and quota levels.
Leveraging the Brevet SaaS Sales Compensation Survey, D2L’s practices were compared to other freemium product (consumption) compensation plans and overall SaaS compensation best practices.
We developed a formal benchmark report that included detailed recommendations and a roadmap for senior leadership to guide implementation.
Handshake is a high-growth SaaS company, focused in building a career network and recruiting platform for college students and young alumni. Due to rapid growth, Handshake was interested in assessing their sales incentive plans and policies to ensure alignment with their revenue model.
Leveraging our SaaS client network, Brevet conducted a customized benchmarking survey focused on sales structure/roles, sales compensation plans & policies and management practices. Our recommendations helped sales leadership make updates to their incentive design and crediting policies.
Our work included high-growth SaaS industry benchmarks and a data driven assessment of Handshake’s alignment to industry and their growth strategy. Specific recommendations have helped them enhance their designs, achieve their hiring targets as the scale while driving enterprise growth.
HPE has rolled out many new processes, programs, enablement tools, and systems to increase sales productivity. Unfortunately, sales productivity across the team of more than 10,000 sales reps had continued to decline. A new approach was needed.
In response, the company put a major new emphasis on front-line sales management. This included leveraging this role to train and activate the new rep processes, programs, tools, and systems.
An anchor of this model was a focus on coaching behavioral indicators vs. just lagging or leading indicators. This required new skills and strategies for the field management team.
Brevet supported the global deployment of a new front-line sales leader development program. The program trained core behavioral areas across skills coaching, opportunity management methodology, pipeline building, and sales talent management. Live workshops were conducted across four continents involving more than 1500 sales leaders.
Following program rollout, the company saw critical improvements in win rates, average sales price, sales cycle length, and turnover, with overall sales productivity and revenue increasing.
Hexagon is a global leader in sensor, software, and digital transformation solutions. We partnered with the company's PPM business unit as they launched a more strategic and global approach to revenue growth.
A key element of this plan was the creation of a global key account program. This work included account segmentation and global account organization, roles, and incentives. Underpinning this program was a global account sales methodology covering key processes, tools, and skills training.
Armed with a global account model, the company's major relationships gained a more seamless sales and customer management experience. This provided a foundation for broadening and deepening relationships and increasing revenue from cross-selling.
Walk down any street and you’ll see people staring at their phones, flipping through their social feeds. Hootsuite is a SaaS software platform that powers the social media feeds for everyone from influencers to the Fortune 500.
Hootsuite’s business was built on it’s success with individuals and small, medium-sized business. Brevet helped expand the large, enterprise market sales strategy.
Executing in the enterprise market requires a different sales motion. We partnered with Hootsuite's sales operations and enablement team to build a custom SaaS sales process and methodology for their enterprise reps. Our priority focus was on improving the discovery stage with aim of delivering a differentiated customer experience. The approach merged strategic consulting and product sales strategies to deliver maximum value to the customer.
The results were significant. The company quickly gained market share with large organizations thanks to higher enterprise win rates, deal size, and solution attach rates.
Informatica has been an industry leader in master data management for many years. As the cloud revolution kicked into full gear, their sales enablement organization found themselves understaffed and over-committed to meet the demands of the sales force.
Brevet worked with sales leadership and sales enablement on the design and staffing of the sales enablement function to best support Informatica's transformation from an on-premise to cloud-led sales organization. Our business case led to the board funding a multi-million dollar, multi-year sales enablement roadmap.
Our strategic advisory provided the foundation for the investment of new enablement resources and strategies to support the company's evolution.
Neopost's acquisition of the ProShip software solution further established their capabilities in the parcel and logistics business.
The market for parcel solutions is high growth as organizations continue to expand their e-commerce channels. Our work with sales leadership focused on building a repeatable sales process to enable the sales team to capitalize on the expanding market opportunity.
The adaptive sales methodology introduced a series of new sales tools to guide sellers in opportunity management. Our training was delivered through a mix of live sessions, virtual reinforcement, and programming support for sales managers. The final element of our solution was introduction of a series of situational sales plays and messaging to support sellers in their common deal situations.
As a result of our program, the company market share growth increased, especially wins in the competitive Fortune 500 market and expansion of their largest accounts.
Rubicon Global is a technology company providing full-service waste management, recycling, and smart city technology solutions. The company was experiencing fast growth, but needed to scale its sales effectiveness.
We worked with the company's sales operations team to implement a new onboarding and skill training program leveraging our online PointForward platform. This solution helped standardize the training model and improve sales coaching through the use of video feedback.
Using this new approach, the company shortened the length of their live onboarding training session, generating meaningful hard cost savings while also decreasing ramp time for new hires. In addition, this program served as the foundation for a more formal sales enablement and operations function.
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SecurityScorecard is a leading provider in the cybersecurity space. As revenue continued to grow, commission costs became a significant driver of overall spend.
We conducted extensive analysis of the prior 3-year pay and performance data, quotas, and market benchmarks to provide specific recommendations for FY23. This included role definition/focuses, On-Target Earning (OTE) levels, alignment of measures to role, rules of engagement and crediting policy changes, quota-setting guidance based on market vs. ‘one size fits all’, and a reduction of SPIFFs.
We worked with Sales, Sales Ops, and Finance to make design changes and implement for the new fiscal year. The updated plan helped motivate and drive the right selling behaviors, while maximizing cost efficiency.
As a third-party maintenance provider, Service Express specializes in data center maintenance for server, storage, and networking equipment.
Service Express engaged us to help the organization transition from hybrid sellers to defined new business and existing business selling roles, as well as sales managers for the respective roles. The engagement began with a full assessment of existing compensation plans, pay and performance data, market benchmarks, and quota-setting process.
Over the course of 8 weeks, collaborative design workshops focused on future state organizational design, role focuses, compensation plan strawman, and policies. Extensive cost modeling was conducted to compare current vs. proposed payouts, determine optimal goals, payouts and upside across the 3 sales roles to ensure payouts were market competitive and rewarded overperformance. A complete compensation communications package was developed to share with the field.
Siemens is leading the digital transformation of the industrial world through their automation, electrification, and communication solutions. The organization continues to innovate how they compete in a market crowded by traditional IT and networking vendors.
Leveraging the power of its distribution network, Siemens can provide industrial buyers a complete industrial communication solution. The key challenge is ensuring the company's extensive partner network can position the right solution and manage increasingly complex opportunities.
Working with marketing leadership, we developed a proprietary training program made available only to the company's most exclusive distribution partners. Once selected, these distributor reps are put through a rigorous training program that goes well beyond product knowledge. Sellers have to plan and execute in complex selling scenarios, against unrelenting buyers, all the while trying to compete against other teams in a highly-interactive workshop.
The program has been met with raving reviews, strengthening the company's mind-share and partnership with key distributors. We've elevated the skillset of the distribution force, changed the customer dialogue, while also delivering more value to buyers.
Snowflake is a hyper-growth tech startup turned data cloud platform behemoth. With a global sales force, there was a significant opportunity for a common language and way of selling.
After an extensive review, Snowflake selected Brevet as the strategic enablement partner because of our ability to deliver a custom program aligned to their consumption strategy.
Brevet developed a tailored methodology, supported by value messaging and skill content to drive alignment across sales teams and internal partners.
This high-impact live virtual training program has been delivered in multiple languages, across diverse segments and 20+ countries. It has also formed the basis for onboarding programming so all new hires are equipped with the common language from day 1.
The Business Value Selling program has become a critical lever in improving customer business impact of a highly technical IT solution.
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Sportaradar is the world's leading provider of sports data. Through exclusive relationships with the largest leagues, Sportradar powers the largest sports media and sports-betting businesses worldwide.
We partnered with sales leadership to explore how the changing market landscape impacts their sales compensation practices. High growth business in a regulated, yet exploding global market presents unique sales compensation design challenges.
We worked with sales and HR to assess the current plans and develop the new plan designs that will allow them to target growth in key markets and to scale their operations. The results of our work supported their continued growth and reorganization of their selling teams through emphasis on balanced selling across their solution portfolio.
SunGard Data Systems (now FIS) is a global software and IT company that provides services to the financial services industry. Their solutions serve core functions of Asset Management, Capital Markets, Hedge Fund Administration, Trading, Tax/Reconciliation, Fund Accounting, and Operations.
In response to a trend of flat revenues and slow growth among major accounts, we developed a custom Major Accounts Program (MAP). The aim was enabling account directors with new skills and a MAP “playbook” that clarified the role and operating model, detailed the key process steps, and established a set cadence of account management activities. The program was launched at SKO and reinforced in a series of one-day, account-specific workshop sessions. Building on the success of the initial deployment, we ran sessions for a subset of accounts focused on the asset management portion of the business.
The new program resulted in an 8% lift in revenues within one year and a 47% gain in sales through the first half of the subsequent year once the full benefits of account strategies were realized.
Trimble is a dynamic software and services company and a specialist in geo-spacial, mapping, and data analytics. As an industry leader in transportation technologies, their acquisition of PeopleNet further enhanced their capabilities. Working with sales leadership in the transportation and mobility division, we worked to develop a new sales process and sales methodology.
Our project began by redesigning the sales process to identify specific customer verified actions at each step of the buying journey. Through workshops, we mapped the most common deal scenarios. We then used these insights to define the common selling situations and more effective sales actions required to move the opportunity forward. We also collaborated with marketing to enhance messaging to support the sales process. The objective was ensuring value was being communicated and delivered throughout the customer deciding journey.
The work accelerated PeopleNet's successful integration into the broader Trimble organization. Key sales KPIs also increased, including forecast accuracy, average deal size, and sales cycle length.
VIAVI is a global provider of network testing, monitoring, and assurance solutions for multiple broadband communications (5G/6G). They also develop leading-edge technology for 3D motion sensing, fiber optics, and data cloud optimization.
The sales team has successfully leaned on superior technical capabilities and solutions to win large deals. But leadership sees a significant opportunity for growth through business value-oriented conversations across direct and channel sales partners.
Over the course of organic and inorganic growth, VIAVI has leveraged with Brevet as its core sales enablement partner. We partner together using our expert resources and capabilities to deliver a series of quarterly, connected, high-impact solutions.
Recent sales enablement initiatives include the development of an insights-based sales training program, analysis of channel partner productivity, facilitation of Kaizen (Lean continuous improvement) events for key sales motions, and co-creation of a step-by-step playbook for front-line sales managers.
These enablement initiatives deliver the right support for the field at the right time. Our partnership has helped establish consistency and rigor across sellers, managers, and channel partners.
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