A $600M software company engaged our team as it was gearing up to launch a new software platform pivotal to its growth strategy. The company was plagued with multiple salesforce effectiveness issues, including too many specialized roles in the sales organization, which left limited resources available for selling to its install base and identifying net new opportunities, few reps meeting quotas, and significant sales territory overlap. There was also no plan developed for migrating existing customers to the new platform.

Our team performed a diagnostic to determine issues and opportunities, leading to new comp plans and quotas, a new sales coverage model based on total market potential, sales dashboards, and customer journey maps. We also designed and executed a customer segmentation model to help the company plan the rollout of the new software platform to existing customers. Finally, we drove the development of capacity models across all functions to determine optimal staffing levels in the company's services organization and investments required in marketing and sales enablement teams.

The realignment of the sales organization cut resources required for account coverage in half, allowing reps to spend more time with each customer and freeing up $1M to invest in sales enablement. One year post-migration, the segmentation model proved to have been 94% accurate in placing customers in segments that reflected their actual behavior during migration. The segmentation model is now embedded in how the sales team is organized, executes against sales objectives, and is measured. 100% of customers successfully transitioned by the legacy platform's retirement date thanks to better customer segmentation and prioritization.