Case study · Manufacturing & Supply Chain
A documented sales system backed by hands-on execution
ACT Logistics
A sales-operations review, clearer reporting and interim leadership support while the business defined its enduring sales structure.
Challenge
The business needed to identify sales pain points, build a documented improvement plan and bridge a temporary sales-leadership gap.
The business needed a clear view of the issues inside its sales organisation and a documented plan that management could put into practice.
It was not yet ready to recruit a permanent sales manager, but the team still needed active leadership, coaching and accountability during that period of uncertainty.
The immediate task was therefore to improve the operating discipline of the sales function while using the experience to define the right enduring leadership role.
Approach
Assess the current operation. Reviewed the sales organisation, pain points, processes and management information, then documented the priorities for change.
Create a management rhythm. Introduced clearer processes, KPIs, structured reporting and explicit accountability for activity and results.
Provide continuity. Provided outsourced sales leadership for several months, working directly with the team while the new disciplines took hold.
Define the enduring role. Used the operating evidence to clarify the longer-term structure and the need for a General Manager of Sales.
Interim sales leadership
Using hands-on delivery to define the permanent structure
The business improved performance immediately while learning what leadership model it needed for the next stage.- 01
Analyse
Identify the sales pain points, process gaps and management-information weaknesses.
- 02
Lead
Provide outsourced sales management while a permanent appointment would have been premature.
- 03
Stabilise
Embed KPIs, reporting, coaching and accountability across the sales team.
- 04
Design
Translate the evidence into the enduring structure and leadership brief.
Outcomes
The business gained a documented sales improvement plan, stronger processes, structured reporting and continuity during a leadership gap.
After several months of hands-on management, the organisation had the evidence and confidence to define the next structure and prepare to recruit the right General Manager of Sales.
- Sales process improvement
- Structured reporting
- Leadership continuity