Sales Turnaround
Sales Acceleration Through Field Strategy Redesign
| Company & Position | ER-Telecom Holding, Director of Business Development |
| Industry | Telecommunications |
| Time & Place | Aug 2008 – Oct 2008, Russia |
| Tags | #Sales, #Telecom, #Strategy, #TeamBuilding, #FieldOperations, #B2B |
Objective
To increase the volume of monthly network installation approvals («Mounted Capacity» – MC) to 30,000 in the competitive Novosibirsk market.
Responsibilities
- Joined the company as Director of Business Development in August 2008.
- Conducted an operational audit and identified high staff turnover and ineffective hiring practices.
- Replaced the mass hiring strategy (80 monthly hires) with a targeted recruitment of 20 experienced sales professionals.
- Designed and implemented a structured sales methodology and personally trained the new team.
- Restructured the department into two specialized teams:
- B2C team – focused on door-to-door engagement with homeowners to collect installation approvals.
- B2B team – built relationships with housing associations and property management companies.
- Reframed the value proposition to emphasize customer benefits and legitimacy.
- Introduced performance-based incentives aligned with the company’s budget.
Results
- July (prior to my arrival): 3,000 MCs
- August: 8,000 MCs
- September: 11,000 MCs
- October: 26,000 MCs
- Reduced staff churn, improved motivation, and built a sustainable, high-performing team.
- Project concluded after the company suspended network expansion in Novosibirsk due to the 2008 economic crisis and halted all new build-outs as of November 1.
Tools & Skills
Sales management, field operations, team restructuring, onboarding, sales training, B2B negotiations, strategic execution