- How do I make the ANZ business more successful?
- What cadence/reporting gap do we have right now?
- What can I do, to ensure my key stakeholders are always up-to-date and look good in every single meeting?
- How do I make the Managers/Sales Team mainly focused on selling?
- How can I enable the Sales Leaders to know what they need to ensure success?
- How can I help myself, to make sure I don't get swamped during QBRs and Executive Reviews?
- How can I add value to the business and grow in my role?
- How can I help the team standardise some of the work we have?
- 5 Consecutive Qtrs of missing QRF
- Overhaul of Sales Organisational Structure
- Sales mentality is still centred around CQ
- Lots of different sources of information/channels of information
- New Sales Leaders introduced into the business
- A lot of cool tools and Dashboards/Reports are being introduced but are we utilising it properly?
- Planning process is too time consuming
- Our Cadence/Forecast process is too time consuming and deal-orientated
- Still a lot of manual work!!!
- Weekly reporting deck (Monday/Wednesday/Friday) - mini QBR?
- Single source of truth and reference point
- Present my findings to the Sales Leaders so they know the state of their business
- Call to Action
- Who needs to do what and when? How do we involve the Virtual team and work off the same source of information.
- Trends - weekly/fornightly/monthly/qtrly
- Insights
- Detailed but digestable data points
- Breakdown of deals - licensing type, product type, etc
- Assessment of risk
- Focus on growing the BOB, maintaining the RBOB and acquiring new logo
- How much time is saved during weekly cadence/forecasting?
- Alignment with virtual team
- Improvement with SFDC hygiene