Sales process upgrade

Challenge: reinvent Spin's technical sales department.
Barriers: old habits from the team and the company, and the COVID-19 pandemic.
Results: an increase of 59% in business opportunities created between 2019 (78) and 2021 (124), and the most amount of closed sales in one year (2021: CAD 1,737,180.43) for the company.
Summary: we implemented a 9 steps process with prospecting research, automated email contacts, interviews, software demo presentations, technical proposal development, and follow-ups. For each step, we created scripts to update the team. The marketing automation increased our reach and allowed us to focus more on prospects and the development of technical proposals.

Real-time asset management system sale

Challenge: sell hardware, field integration and software development services to upgrade the asset management process.
Barriers: competitors, bureaucracy and client's technical knowledge.
Result: CAD 1,130,000 sale (2022).
Summary: Enel-SP is the biggest energy distribution utility in Brazil. My company sold the system and integration services along with Qualitrol (US) and Electron (BR) for the 1st phase of the project. At the time, I was the project manager of the project. This register is for the 2nd phase. I led the sales department's selling process of 56 smart meters for circuit breakers, with hardware integration and software development services. Due to high turnover, we had to educate the client on the advantages of our hardware and adapt to increasing bureaucratic demands.

Challenge: replace WinCC (SIEMENS) SCADA system in the energy control center of a steel company.
Barriers: little brand recognition in comparison with competitors.
Result: CAD 350,000 sale (2021).
Summary: ArcelorMittal Tubarão is the plant of a steel company located in Espírito Santo, Brazil. When they opened the bid to replace their SCADA system, we visited their site with our engineers to prepare the best technical proposal. We revised the proposal for more than 1,5 years to fit the client's changing demands until we got the deal.

Challenge: integrate a CRM system.
Barriers: internal culture.
Result: system integrated in 3 months.
Summary: Spin had a legacy CRM system that did not fit the company's needs. We hired a new one, and I led the configuration, defining the sales funnel, categories, tags, and the structure for client information and reports.