A national sales force for a new business model
A move from financial printing to SaaS, with a public market watching, and a sales organization built for the old model. The VP and SVP of Sales and SVP of Sales Operations, then a national team of 47 beneath them, eighteen in the launch year.
- Situation
- Legacy financial printing moving to a SaaS platform, with a public market watching.
- Mandate
- The VP of Sales, SVP of Sales and SVP of Sales Operations, then the national team beneath them.
- Result
- 47 placements across the US financial hubs, eighteen in the launch year.
- Timeline
- Eight years.
A business model change is only real when the revenue organization changes with it. Over eight years Brian placed the leaders who ran the transition, the VP of Sales, the SVP of Sales and the SVP of Sales Operations, and then built the national go-to-market team beneath them across the US financial hubs: business development, account executives, regional sales managers and account managers, 47 placements in all.
In the year of the platform launch he delivered eighteen of those hires, so the sales footprint existed when the product did. The largest single client relationship of his career, and the model for how he works: place the leader, then stay to build the team the leader needs.