INDUSTRIAL MANUFACTURING | NORTH AMERICA | MULTI-YEAR TRANSFORMATION
Supporting Growth from Approximately $25M to More Than $80M with a Stronger Commercial System
Engagement: Multi-year | Client: Anonymized
COMPANY PROFILE
The client was the North American division of a global industrial equipment manufacturer serving construction and industrial contractors.
At the beginning of the engagement, the business generated approximately $25 million in annual revenue. It was preparing to grow its sales organization, expand its branch footprint and introduce greater commercial discipline across the company.
INDUSTRY
Industrial manufacturing
REGION
North America
CUSTOMERS
Construction and industrial contractors
ENGAGEMENT
Multi-year
STARTING CONDITIONS
The company had a strong product, an established market position and significant room to grow. Its commercial infrastructure had not yet caught up with that opportunity.
There was no consistent sales process, Salesforce was still being implemented, pipeline visibility was limited, and leadership lacked a common system for hiring, onboarding, coaching and holding the sales organization accountable.
The challenge was not creating ambition. It was building a commercial system capable of supporting it.
THE CONSTRAINT
PRIMARY GROWTH OS™ SYSTEM
Revenue System
RELATED GROWTH OS™ SYSTEMS
Talent System
Execution System
Scalable Systems
The company’s revenue opportunity was larger than the commercial system supporting it.
Salespeople approached opportunities differently. Salesforce did not yet provide reliable pipeline visibility. Hiring, onboarding, coaching and sales planning varied by leader and location. Management lacked a consistent operating rhythm for inspecting pipeline quality, developing sales capability and advancing major opportunities.
Without a stronger system, adding branches and salespeople risked creating more activity without consistent execution.
WHAT BOOST PERFORMANCE DID
1
Began with objective analysis
The engagement started with a Sales Effectiveness and Improvement Analysis and a Leadership Capabilities Analysis.
The work examined the company’s sales strategy, management practices, recruiting, coaching, pipeline, sales capabilities, underlying sales DNA and supporting systems. This established the priorities for the broader transformation.
2
Built the sales process and CRM foundation
Designed a formal sales process and aligned it with the Salesforce implementation.
The work included:
Opportunity stages and qualification standards
Pipeline definitions and visibility
Salesforce adoption and accountability
Pipeline reviews
Sales planning
Forecast and next-step discipline
Major-opportunity strategy
The objective was to make Salesforce a management system for commercial execution rather than simply a place to enter data.
3
Strengthened talent and leadership capability
Used sales assessments to support hiring and development decisions.
Built a more structured approach to:
Sales hiring
New-representative onboarding
Competency development
Individual coaching
Pipeline coaching
Leadership accountability
Sales planning
Major-deal support
The development phase included approximately eight months of twice-monthly competency workshops, supported by individual coaching and pipeline reviews.
DOCUMENTED OUTCOMES
ANNUAL REVENUE, START OF ENGAGEMENT
Approximately $25 million
ANNUAL REVENUE, DURING THE ENGAGEMENT
More than $80 million
These developments occurred during a period in which Boost Performance supported the company’s commercial transformation.
A commercial system built to support a larger company
Over the course of the engagement, the company grew from approximately $25 million to more than $80 million in annual revenue, added branches and built a larger sales organization.
Boost Performance supported that growth by helping the company establish the commercial disciplines required for a more complex business: a formal sales process, greater Salesforce adoption, stronger pipeline visibility, objective talent assessment, structured development and more consistent leadership accountability.
The result was not a single sales initiative. It was a stronger system for selecting people, developing capability, managing opportunities and supporting continued growth.
DURING THE MULTI-YEAR ENGAGEMENT
The company added branches and expanded its geographic footprint
The sales organization grew
Salesforce adoption and pipeline visibility improved
Sales leadership gained a more consistent structure for pipeline inspection and accountability
Hiring and onboarding became more structured
Representatives received ongoing competency development, individual coaching and major-opportunity support
Growth increased the need for a stronger commercial system. The work helped the company build one while it scaled.
GROWTH OS™ CONNECTION
The visible opportunity was revenue growth. The underlying constraint was whether the company’s Revenue System could support a larger sales organization, additional branches and greater operating complexity.
Strengthening the Talent System, Execution System and Scalable Systems around the Revenue System gave leadership a more consistent way to hire, onboard, coach, inspect performance and manage growth.
Strategic Leadership
RELATED SYSTEM
Talent System
Organizational Independence
RELATED SYSTEM
Execution System
PRIMARY CONSTRAINT
Revenue System
RELATED SYSTEM
Scalable Systems
WHAT THIS CASE DEMONSTRATES
Start with objective analysis before prescribing training
Connect the sales process to the CRM rather than treating them as separate projects
Build hiring, onboarding and coaching around defined competencies
Give leaders a consistent pipeline and accountability rhythm
Support major opportunities while building the long-term system
Scale the commercial organization alongside the business