Complex business challenges solved!
Did you know that 100% of MTA's clients have either extended their original agreement or added additional services due to the value created from our partnership?
Some examples of our work below...
01
Improving Cross Selling & transforming a stagnated sales culture
Situation: This $100M+ Healthcare IT company had been only selling one service line for many years with great success, which was staff augmentation. This company then added 3 additional service lines via acquisition, but after 2 years hadn't fully integrated these other service lines into their core business.
Solution: After a 30 day assessment, it became clear there were several levers that needed to be pulled into order to fully integrate all 4 service lines into the sales organization including a comprehensive review of the companies:
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Vision & Mission
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Leadership Team
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Organizational Structure
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Compensation Plans
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CRM system
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Training & Development program(s)
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Business Partner support
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Internal collaboration tools
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Marketing's role in driving sales
Action:
After collaborating and gaining alignment with Board, the leadership team, CFO, & sales team, within 90 days:
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Launched internal rally cry to bring the entire organization together supporting the new sales culture of selling all 4 service lines, at all times
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Created corporate training division, along with leadership, sales, recruiting & business partner training programs
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Restructured the sales organization by adding leadership & as well as launching new sales team to diversify the portfolio
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Made wide spread changes to the compensation plan to align the plan to the behavior that was expected
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Implemented new CRM
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Hired new VP of Marketing to bring alignment to sales team and drive additional ROI
Impact:
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Cross selling increased by 40% YoY
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2 of 3 service lines were over quota, after missing revenue, GP% & EBITA goals in the two prior years
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Gross profit margin improvement from 28%-30%
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Quality scores, as measured by KLAS, increased by 300 basis points within 9 months
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Internal engagement score was 4.9 out of 5 after above listed actions were implemented
02
Connecting two disparate sales organizations into one
Situation: A $600M IT staffing company acquired a less profitable $700M IT Staffing & Solutions company. The buyer was averaging 10% EBITA, but had never sold outsourced solutions, and the acquired company was averaging 2% EBITA. After our initial assessment, it was clear the client had two separate sales cultures & ways of thinking about the business.
Solution: We were responsible for creating, developing, and deploying a comprehensive plan to bring continuity, consistency, standards, measurable metrics, and accountability to the newly created leadership & sales organization. Delivered insights to leaders that drove decision-making, execution and investments for some of the companies most critical initiatives in four key areas, which included:
• Strategic Resource Planning
• Internal Hiring / Talent Acquisition
• On-boarding & Training
• Employee Development & Retention, including developing leaders
Action: After collaborating with the executive board, leadership team, and key internal stakeholders, launched a comprehensive training program to align the organization from the C-Suite to even the entry level employees.
Impact: At the beginning of the program, the COO was quoted as saying, "I don't think this is going to work."
Nine months later, we were awarded the "Business Partner of the Year" award for driving strategic, operational and organizational improvements across the company, which exceeded $1.4B in sales.
New hire productivity increased by over 200%, and new hire attrition in the sales organization improved from 60% to less than 20% annually.
03
Company struggling to scale
Situation: Over a period of 12 years, this Top 5 Locum Tenens staffing company built its business around the key sales & recruiting contributors that were promoted into leadership roles, none of which ever had formal training or development. As a result, the company got stuck and this underdeveloped staff relied on the President to make the majority both tactical and strategic decisions, which didn't allow them to be nimble with its clients, consultants or internal staff.
Solution: We first needed to assess if the "right people were in the right seats". As a result, we designed, developed and launched a new program to identify the readiness of leaders in the organization. Followed through by creating and assigning a personalized learning path for each existing, new or future leader.
Action: This new program focused on the “people management” skills required to engage, retain, and grow a team of performers who can become the strong contributors – and new leaders -- of tomorrow. Program content included sessions on coaching, motivating, holding team members accountable, and empowering others -- both to raise employee satisfaction and to help the leader find more time in the day to focus on strategy, growth, and innovation.
Impact: The company scaled its executive team and restructured senior leadership. Some senior leaders were managed out of the business, some internal staff were promoted, and external leadership hires were made. Revenue increased by $20M each year for three consecutive years, and now exceeds $300M in revenue at 10%+ EBITA.
04
Global Growth Strategy Implementation
Situation: This global IT staffing & solutions company exceeded $6B in sales annually, most of which came through acquisition growth. As a result, the company had a different go to market strategy, service offerings, compensation plans, and inconsistent training in 39 different countries.
Solution: The goal was to standardize the manner in which the client sold & delivered their services across the globe.
Action: Chris traveled across North America, Asia-Pacific, & Europe to meet with each country's CEO, Executive team, and key contributors to learn each countries best practices through over a year of assessments.
Impact: We created a series of "best concepts" along with a process to standardize the org structure, business operations, leadership competencies, sales messaging, and training programs to ensure that every sales leader and salesperson was approaching their clients in the same manner, with the same message, every time.
