This is where the rubber hits the road. Without great execution, a fantastic strategy can be put to waste, eroded quarter by quarter.
Operational Planning
A framework for preparing and delivering to plan.
Over 10 years, Rob has developed a proven process for implementing and embedding Operational Planning practices, ensuring both focus and transparency.
How it Works
Rob will start by reviewing the existing strategy, operational planning frameworks and performance metrics and targets, and how they are implemented. It is also important to understand the cadence of the business, for planning, reporting and communications, across all layers of the business.
Note: Significant gaps in strategy and/or metrics may need to be addressed as a precursor, but in most cases, a sound quarterly operational planning structure can be put in place prior, and then be used to help drive the evolution of strategy and metrics.
Leveraging 10 years of COO experience and proven frameworks, Rob will identify gaps, meet with leaders to get alignment on requirements and priorities, and prepare a strawman of the proposed planning and reporting structure (including a calendar and communication plan) for approval.
Once approved, Rob will ‘flesh out’ the strawman into a complete planning and reporting framework and templates.
To embed the new process Rob will work with leaders to complete initial plans, reports and presentations. The aim being to embed and streamline both planning and reporting, reducing overheads.
Operational Oversight
On-time Operational Plans and Reports, plus the analysis and insights to help you succeed.
Rob has over a decade of experience driving operations, leading to substantial business growth, doubling revenue each time.
He is an expert at operating, embedding and evolving sound operational management processes, and in doing so he has been consistently able to identify and address business challenges, driving exceptional results.
How it Works
The process starts with the development of your Operational Plan, plus templates and a calendar, as defined within the prior ‘Operational Planning’ service.
Once the Operational Plan is completed, Operational Oversight begins. Rob will oversee and manage the entire planning and reporting process. In addition, he will analyse performance and provide recommendations within a separated monthly insights report. This information is designed to be practical, able to be implemented by leadership if they choose.
The Operational Planning process will be executed quarterly. As part of the planning process, the quality of the plan and metrics will be reviewed and improvements made. The Strategic Plan will also be reviewed to ensure continued alignment, and any potential deviation or changes highlighted for consideration.
Note: This service can continue as long as required, yet the service is only able to be provided to a limited number of clients, given the need for timeliness and the standard nature of planning/reporting calendars.
Innovation
Innovation and improvement are critical to on-going success - have each team define and deliver their own innovation roadmap.
Rob has driven innovation throughout his career, both from the perspective of a Project Manager, and a C-Level Executive.
He has defined and implemented strategy, sometimes introducing entire products to market or merging organisations, successfully delivering business transformation.
His specialty is innovation underpinned by technology, given his deep experience in tech.
How it Works
Rob will work with each of your departments to identify innovation initiatives focused on improving and potentially transforming your business.
While most initiatives will deliver iterative improvements, some will be transformational. This is common in areas like Product Management, where innovation may change the way client value is delivered, or introducing new products, allowing you to deliver value in areas that you do not address today.
These major innovation initiatives lead into Program Delivery and Change Management, potentially impacting all facets of the business, such as Sales, Marketing, Operations, Billing etc.
Once initiatives have been gathered, categorisation and prioritisation, in-line with resourcing is critical. The aim being to lay out a roadmap for each department of minor Initiatives, typically managed as part of normal Quarterly Operational Planning, as well as define the Major Initiatives (Programs). The Programs may be implemented by the departments, but will typically require central Program and Change Management.
Regardless of the scale, Rob will be able to help if needed.
Sales Operations
In sales, the scoreboard is King, and the foundation is the metrics and processes that underpin it.
Rob has driven winning sales teams for the last decade - focusing on high value B2B sales.
He is a sales operations expert, that will ensure that you have the right metrics and processes needed to win.
How it Works
Rob has hands-on experience leading, forming and transforming sales teams. He will work alongside your sales leaders to help them improve performance.
Looking at measuring and forecasting performance, Rob will work with your Financial and Sales Leaders to review stages, metrics, targets, forecasts, pipeline quality and historical win/loss analysis.
In addition to Sales, Rob will look at the relationship between Sales and Marketing (e.g. lead generation; MQL to SQL). Ensuring that the critical early stage metrics and processes are sound (including the lead allocation process).
Rob will also work with Sales Leaders and Salespeople to review the sales process, examining each step, from managing lists/leads, engaging prospects, qualifying, discovery and presentation sessions, proposal creation and final negotiation.
Throughout the engagement Rob will confirm the steps and duration of the sales-cycle against actual ‘in the field’ sales, and ensure alignment with a typical prospect’s buying process.
The aim being to case-harden the sales stages and processes, metrics and forecasts, based on experience and ‘in the field’ insights.