A $100M telecom provider faced three years without revenue growth. The company’s sale force had low lead conversion rates and was not prioritizing high-margin products. Marketing also lacked qualified leadership.

Our team member, serving as the Interim Head of Sales, made significant changes to the company’s sales and marketing operations. These changes included establishing a new lead generation process, restructuring the sales force, redesigning sales and marketing reports and forecasting processes, and implementing a new compensation model. He also removed revenue blockades by improving the “booked to bill” ratios in the CS organization, implemented new standards for recruiting and training sales reps, and hired a director of marketing.

Sales performance and revenue generation became the center of the company’s culture. Bookings grew by 15% and revenue and EBITDA increased by 10%. The company also managed to cut direct sales headcount by 25% while reducing overall turnover in the sales force.