Umbrex is pleased to welcome H. Nevin Yuksel-Ekici. Nevin has 20+ years of strategy and transformation experience. This includes 11 years at a global enterprise software, hardware and hybrid cloud firm (Dell/ EMC), and 6+ years at Bain & Company. In her last role, she led cross-BU/cross-functional strategy projects, and co-led strategic planning for Dell Technologies. This involved working with the Dell Technologies executive leadership team and cross-functional leaders to identify and prioritize strategic initiatives, as well as clarifying and solving vague business problems through structured thinking and data analytics. In previous roles, she has led market intelligence, go-to-market strategy, and multiple enterprise-wide program offices to drive merger integrations and transformations. She has set up and transformed teams, and helped them achieve strong results in a short time.
Nevin is happy to collaborate on projects related to strategic planning, business strategy, sales strategy and merger integration.
Geoff Wilson offers a practical process for increasing sales with no tricks or wizardry needed.
The sales function far too often treated like an impenetrable combination of personalities, voodoo, and tradition. It’s time for that to stop.
“I have a theory when it comes to sales. It goes something like this: Along the way in their executive development, a lot of really smart people develop a disdain for sales as a function. In some cases, they view sales as “dirty” or “basic.” They might view sales as risky . . . why would a smart person ever subject themselves to the risks of not making a sales quota.
As that prejudice against sales develops, this particular sort of executive tends to think of sales and the people and systems that enable sales as a sort of mystery. It’s a realm of knowledge that is best left to the salespeople, who take those risks and drive the relationships necessary for the business to thrive.
But they also leave a lot on the table.
Some of the most complete business strategies I have seen have also completely ignored the processes and tools that accelerate sales. Why? Because, as noted above, it’s a mystery. It’s rumored to be personality- or relationship-driven. The thinking goes that we can control our product. We can control our operations. We can control our cost structures and our hiring and our marketing messages. But we can’t “control” our salesforce.
This thought process is dangerous since there are process losses in sales just as there are in a manufacturing operation. The difference is that in a manufacturing operation if something is left by the wayside it gets calculated as a cost. It’s a known quantity.
Key points include
- What can and can’t be controlled
- Focus and efficiency
- Poor practices
Read the full article, Don’t Forget the Sales, on WilsonGrowthPartners.com.
Umbrex is pleased to welcome Roman Churilin. Roman has 8 years of hands-on experience in international management consulting (McKinsey), private equity & fast-growing tech startups with concentration in B2B commercial strategy development & execution and ops turnarounds:
– While working at McKinsey and a PE fund he delivered over 10 projects for corporate & public organizations from various industries (eg, metals & mining, healthcare, real estate) to streamline their sales ops, increase assets productivity, reduce OpEx, and build employee capability;
– After his corporate consulting career, he worked at international B2B SaaS and B2C startups covering international sales scaling, strategic partnerships & fund-raising.
Roman is currently based in Russia and glad to support global projects on Sales strategy & Ops optimization remotely.