Leadership Results

People

Put support closer to the sale.

$7.2MFirst-year incremental revenue

Challenge & action

Sales personnel encountered Salesforce processing roadblocks while attempting to close phone sales. Some transactions could proceed with administrative authorization, but delays put sales at risk. A dedicated team provided real-time assistance through chat while customers remained on the phone. In parallel, collaboration with the technology team addressed the underlying Salesforce process roadblocks.

Operating outputs & results

A dedicated real-time sales-support function generated $7.2 million in incremental revenue during its first year. Immediate assistance and longer-term process improvements connected frontline needs with technical action.

Transferable capabilities

Sales-support design, cross-functional collaboration, workflow improvement, business–technology coordination, and performance measurement.

Process

Testing for dollars. A failure is not always a bad thing.

$1M+Avoided contract commitment for ineffective services

Challenge & action

Leadership explored whether an existing onshore customer-care outsourcing partner could add sales capacity and reduce abandoned calls through a part-time sales-support program.

Operating outputs & results

The team tested whether an existing customer-care vendor could increase sales capacity through a part-time program. A negotiated statement of work established timelines and exit strategies. The test determined that the model was not scalable, avoiding a contract commitment exceeding $1 million for ineffective services.

Transferable capabilities

Hypothesis testing, pilot design, vendor coordination, statement-of-work development, exit planning, and evidence-based investment decisions.

Technology

Stabilize operations. Strengthen coordination.

77%Reduction in critical issues over nine months

17 contact centers · 4,700 agents · U.S. and Canada

Challenge & action

Business-impacting outages affected call-center groups or entire centers. An IT Advocate Program connected operating needs with technical priorities through root-cause analysis, personnel SOPs, reporting, and proactive IT–business communication.

Operating outputs & results

The program supported a 77% reduction in critical issues over nine months. Critical issues included outages affecting a call-center group or an entire center that impacted business results.

Improved availability and productivity produced a customer-projected positive business impact of $5 million over one year.

Transferable capabilities

Technology service coordination, root-cause analysis, multi-site collaboration, operating documentation, issue reporting, and implementation leadership.

People, Process & Technology

Connect routing with workforce planning.

$17.5MNet revenue credited to the program over three years

Challenge & action

A sales call center could not answer all inbound calls, allowing qualified leads to abandon before reaching an agent. A sales-focused interactive voice response system reduced non-lead traffic for near-term relief. A formal Workforce Management Team paired enterprise forecasting, scheduling, and intraday management tools to streamline the hiring cycle and improve capacity utilization.

Operating outputs & results

A sales-focused IVR approach and formal workforce-management practices produced a 19% year-over-year reduction in non-sales traffic handling, reduced abandonment to 3%, and increased sales-to-call conversion by seven percentage points.

The program contributed $4.05 million in net revenue in year one and was credited with $17.5 million over three years. The first-year result is included within the three-year total.

Transferable capabilities

Call-center assessment, workflow design, workforce planning, business–technology coordination, implementation management, and operational measurement.

People, Process & Technology

Acquisition integration. Consolidate functions. Realize savings.

$10MRealized savings over one year

Challenge & action

An industry-leading security company acquired another company with overlapping sales functions. Consolidating call-center sales functions, closing overlapping facilities, and aligning sales practices formed a critical acquisition-integration initiative to achieve the intended return.

Operating outputs & results

Consolidation of call-center functions and closure of the acquired company’s sales call center delivered $10 million in realized savings over one year.

Transferable capabilities

Acquisition integration, operating-model coordination, cross-functional leadership, organizational change, and execution management.