Jennifer Bakunas, SVP of American Sales for Monotype, demonstrates how a head of sales can transform a selling team to hit their growth objectives.

Joining us for today’s show is Jennifer Bakunas, the Senior Vice President of Americas Sales for Monotype.  Jennifer has a wealth of experience, from spinning up successful start-ups to running enterprise sales teams. She took over the sales leadership role at Monotype last year, and we join her at the end of one year to discuss her successful transformation of the 100-plus person sales force.

 

Matt and Jennifer review questions from SBI’s How to Make Your Number in 2018 PDF Workbook to discuss her successful transformation.  To follow along, flip to the Sales Strategy section starting on page 342. 

 

Today we are going to demonstrate how a head of sales transforms a selling team to hit their growth objectives.  If you prefer to watch the interview in HD video on SBI TV, click here.

 

Why is this topic so important?  The honeymoon for a head of sales ends quickly.  Successful SVP’s of Sales have one key thing in common.  They get off to fast start with a successful transformation that starts bearing fruit in year one.

 

In the first segment of the podcast, Jennifer seeks to answer the questions: As a new head of sales, how do you approach assessing your sales leadership talent? More specifically: How do you assess talent at the individual rep level?

 

“How I approach talent assessment when I come to a new business, is to assess who you have, and then where the gaps are, and who you need to add. I think the best way to do that is to just dig in,  sit down, and meet one-by-one with every single individual on the sales team. You get to know them. You get to know their background. You get feedback on what they feel like the performance conditions are. What’s working. What’s not. And then you compare that to the results, and do a stack ranking of the team, because they’ve all likely existed at that point under the same performance conditions.”

 

Jennifer goes on to provide an overview of her account segmentation scheme, go-to-market strategy, sales process, buyer personas, and assessment of the performance conditions of the sales force. We talk through the transformation initiatives Jennifer put into place to lay the foundation for success and how she made sure the new initiatives were adopted.

 

Jennifer outlines in the second segment how to successfully communicate with the sales team, as the new head of sales, to keep them informed and focused on the right things.

 

We discuss how to approach segmenting your accounts to focus on the accounts that can produce the highest revenue yield in the shortest amount of time.  Next we cover the topic of  ales organization design, including type of reps you need, the best organizational chart, and the number of heads.

 

The final segment of the show describes how elite sales leaders insert themselves into pricing strategy. Jennifer describes how to approach assessing your pricing strategy and common trouble spots to look for. She specifically outlines a proven roll out strategy for your newest pricing initiative. To download a transcription of the full interview, click here.

 

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An Additional Resource

As a new head of sales, the quickest way to evaluate your sales strategy is to start with SBI’s Revenue Growth Diagnostic.  Here is an interactive tool that will help you understand where your strengths and gaps exist. 

 

Sales Revenue Growth 

 

ABOUT THE AUTHOR

Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.

 

Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.

 

Prior joining SBI in 2009, Matt spent eleven years leading sales and marketing team teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.

 

 

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