Phase I – Sales Transformation Plan: We initially performed a sales maturity survey across a broad cross-section of the company to identify potential performance gaps and opportunities to improve the sales function. This enabled us to develop a phased sales maturity transformation plan to elevate the sales function maturity over time. After obtaining acceptance from the CEO and the leadership team, we began to implement the transformation plan.

Phase II – Customer Segmentation: We defined our ideal customer criteria and scored all potential customers against these criteria. We calculated and ranked all potential customers by a composite score. Then we grouped all potential customers into three segments and selected the best-fit customers to target for long-term growth. Previously, the sales team was highly transactional, selling one job at a time to field buyers. The new Go-To-Market Strategy for Express Energy included targeting major strategic accounts and pursuing long-term, multi-basin contracts.

Phase III – Organizational Design: We determined that an Account Management Team would be required in addition to the existing Regional Field Sales teams to effectively engage target customers and various key buyer personas in the field and in the various offices to secure long-term, multi-basin contracts.

Phase IV – Strategic Account Management: We then built a new Account Management Team to focus on growing revenue, market share, and profitability with strategic accounts across geographies and service lines. We recruited, trained, coached, incentivized, and structured a high-performing sales organization to drive repeatable revenue growth across strategic accounts, geographies, and service lines.

Phase V – Account Management Best Practices: Finally, we implemented various account management best practices including tools and processes. Some of the tools included key account profiles, key account strategies, key account teams, opportunity action plans, critical call plans, and executive engagement.