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Mike Day
Mike Day

Mike Day was tasked with transforming the performance of an Opto electronics sales team and improving sales processes. He implemented a four-strand program that included: 1) Getting the right people in positions by reviewing, exiting, and recruiting personnel, 2) Aligning sales resources with opportunities by separating defence and non-defence teams and focusing individuals, 3) Implementing disciplined prospecting and bidding processes using CRM and reviewing opportunities, and 4) Building rapport between sales and technical teams with clear communication and accountability. After Mike's work, Optronics was more focused and efficient, launching new products successfully and increasing contract win rates with MOD and first contract with DARPA.

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Mike Day Office: 01235 429882, Mobile: 07929 043733 Case study When Mike was working with an Opto electronics business (a newly combined single business unit formed after 6 businesses were amalgamated) he was tasked to transform the performance of the sales team and improve the sales processes. The program had four strands: 1. Get the right people in position o Reviewed the personnel in the team o Exited the weakest members of the team o Recruited new team members o Put in place a development program for both new and retained members of the team 2. Align the sales resource with the opportunities o Separated the management of Defence and Non-Defence opportunities as the required skill set was completely different o Focussed the individual sales team members on the technologies that had the greatest opportunity (previously the organisation had one or two sales managers per business unit) o Identified and focussed the technical leaders who worked on bids and ensure that they had the skills behaviours and aptitude to deliver compelling propositions 3. Implement a disciplined prospecting and bidding process o Implemented the practice of Bid teams, with all relevant capabilities included (but not those surplus to requirement) o Ensure that CRM system (Siebel) was used effectively and ensured periodic review of Optronics opportunities o Ensured that sales teams were actively finding applications for the centres technologies and reviewed this via the sales funnel reporting systems o Developed improved relationships with the Pan QinetiQ market channels (market specialists who both actively scanned different markets for technology trends and managed the key account relationships) 4. Built a rapport between the sales and technical teams o Ensured clear, in the moment communication o Clearly agreed with all interested parties the roles and responsibilities around winning business and ensuring follow up contracts o Ensured all parties delivered on their promises to build trust o Admitted previous mistakes and challenged poor practices and behaviours After leaving the role Optronics was far more focussed and efficient this was reflected in the successful launch of products such as the Clarkes/Stride Rite optical foot measurement system, SPO 20 IED detection System and the Zephir Wind LIDAR measurement system. In addition, the success rate of winning MOD research contracts was increased and Optronics won its first contract with DARPA (US defence agency).

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Q Case study

  • 1. Mike Day Office: 01235 429882, Mobile: 07929 043733 Case study When Mike was working with an Opto electronics business (a newly combined single business unit formed after 6 businesses were amalgamated) he was tasked to transform the performance of the sales team and improve the sales processes. The program had four strands: 1. Get the right people in position o Reviewed the personnel in the team o Exited the weakest members of the team o Recruited new team members o Put in place a development program for both new and retained members of the team 2. Align the sales resource with the opportunities o Separated the management of Defence and Non-Defence opportunities as the required skill set was completely different o Focussed the individual sales team members on the technologies that had the greatest opportunity (previously the organisation had one or two sales managers per business unit) o Identified and focussed the technical leaders who worked on bids and ensure that they had the skills behaviours and aptitude to deliver compelling propositions 3. Implement a disciplined prospecting and bidding process o Implemented the practice of Bid teams, with all relevant capabilities included (but not those surplus to requirement) o Ensure that CRM system (Siebel) was used effectively and ensured periodic review of Optronics opportunities o Ensured that sales teams were actively finding applications for the centres technologies and reviewed this via the sales funnel reporting systems o Developed improved relationships with the Pan QinetiQ market channels (market specialists who both actively scanned different markets for technology trends and managed the key account relationships) 4. Built a rapport between the sales and technical teams o Ensured clear, in the moment communication o Clearly agreed with all interested parties the roles and responsibilities around winning business and ensuring follow up contracts o Ensured all parties delivered on their promises to build trust o Admitted previous mistakes and challenged poor practices and behaviours After leaving the role Optronics was far more focussed and efficient this was reflected in the successful launch of products such as the Clarkes/Stride Rite optical foot measurement system, SPO 20 IED detection System and the Zephir Wind LIDAR measurement system. In addition, the success rate of winning MOD research contracts was increased and Optronics won its first contract with DARPA (US defence agency).