Revenue base for the company was extremely reliant on a single OEM. The company’s systems, day to day processes, and overall tool-kit within the
Sales and Marketing team were deployed over
the years to satisfy the one account.
The noted customer started executing a strategy to reduce reliance on this company as a single source and to access more potential from a wider supply base.
The 3 to 5 year revenue outlook reflected a disastrous decline
- Modernized the functional team’s eco-system with industry leading “strategic
account management” processes & tool-kit(s)
- Retrained and upgraded as necessary the personnel within the team and developed the marketing role within the organization so as to become the data center
and backbone for all pursuit plans
- Established a semi annual strategic planning forum inclusive of Sales &
Marketing + Engineering + Operations (plants and supply chain)
- Developed and prioritized “attack” plans for near term (1-3 year outlook),
medium term (3-5 year outlook), and long term planning (5-10 year)
horizons that best aligned resources, products and projected customer's needs
* Achieved breakthrough project awards with three global OEMs in record time
delivered through robust, cross-function customer team
“attack” plans
* Improved new product introductions, along with the development and solidification of
a long term technology (and product) roadmap
* Increased depth, breadth, and capacity within the personnel of the Sales and Marketing team.
* Increased profitability on current & newly awarded business through
focused and consistent quote process (on new business and all technical /
engineering changes in the pipeline)