By: Michael Harris, CEO, David Consulting Group

 

 

I first came across the David Consulting Group (DCG) in 2001 when they successfully won a RPF (request for a proposal) that one of my staff ran in my software development group at Sanchez Computer Associates. We were successful and after a couple of years of providing references for DCG, I was asked to join their Advisory Board. I liked what I saw – you might say, “I liked it so much, I bought the company.” At the end of 2005, I purchased DCG from its founders.

 

My first year, 2006, was a great rookie year. We had record sales - slightly higher than any previous year and up 19% from the previous 3 years average - despite the slow start caused by the transition. However, towards the end of the third quarter of 2007, it was becoming obvious that I had a problem. Invoicing was slowing down and the pipeline was dripping, not flooding.

 

I self-diagnosed the fault as being my own... and decided that I was useless at sales and needed to hire a hot sales manager. However, I knew from my previous corporate experience that for every highly paid sales manager on a six figure salary, who is worth every penny, there is at least one who is just working out the time until the boss realizes their mistake. I started sounding out my network for any likely candidates but, for my small company, I didn’t like the stakes or the odds in the gamble.

 

One of my contacts suggested that I should talk to a sales coach. I’m an engineer by education and nature…and had already concluded that I was useless at selling so how could a coach help? But, hey, I was desperate – maybe the least they could do would be to find me a good sales manager.

 

Like any good engineer, I looked at two different companies. Both came recommended by people I trusted. I chose The Training Center For Sales & Business Development because they offered me a structured approach, support for my staff around the country…and the willingness and ability to build a flexible program to meet my needs. Most importantly, Jim Kaufman gave me early insight into how the Sandler program would help technical people like us (OK, me) get rid of our (OK, my) head trash and help me be more successful at selling – however irrational and awkward it felt at first.

 

We started working with The Training Center in November 2007. Before I get to some of the reactions of the six (now seven) people we signed up for the program, let me cut to the chase: Revenue in 2008 was a new record and 37% above 2007! It was even 16% above the previous record 2006!

 

Sure, some of this improvement was pure dumb luck but there can be no doubt that our company sales culture has changed positively. As Fiona Thompson, DCG Sales & Marketing Associate, says, “It has forced us to take a more direct approach on the actions required to generate and increase DCG sales.”

 

At the end of 2007, our VP Sales & Marketing, Tony Timbol, identified one of our key weaknesses was bringing in new accounts – we had less than ten in 2007! Tony is our brightest star of Sandler having taken to it like a duck to water. Under Tony’s leadership, we won 26 new accounts in 2008.

 

The Training Center helped us in our relationships with existing accounts. These are handled by the heads of the consulting practices and their consultants. Sheila Dennis, VP of Function Point Analysis and a Certified Function Point Specialist says, “Being an organization dedicated to the advancement of IT efficiencies, we all tend to be analytical individuals who typically look for an expected result based on certain inputs.  Other sales methods that we tried all seemed to be based on gut feelings and a less 'scientific' approach.  The Training Center’s approach fits us to a tee -- with step-by-step logical actions that lead to several possible decision trees giving positive results.  How do we know this?  Within a short time after getting training, we were calling each other with comments like, ‘I went for the 'no', and guess what? -- They not only wanted to continue to engage us in conversation but gave a solid commitment. THIS STUFF REALLY WORKS!”

 

I will leave the last word to our VP Consulting, Tom Cagley, “The programs at The Training Center have taught me to keep my mouth shut and listen. People like to talk about themselves and more they talk, the better DCG seems.”

 

 

The David Consulting Group is an internationally recognized IT consulting company specializing in the measurement and process improvement of software development and IT operations. DCG’s clients range from local business to global Fortune 500 companies around the world. The focus is delivering value. The motto is “Measure. Improve. Deliver.” They may be reached at 610-644-2856, on the Internet at www.davidconsultinggroup.com or by e-mail at info@davidconsultinggroup.com.

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