Leadership Capabilities
   Presentation For
            Sean Thomas Gallagher

8180 McClanahan Drive, Browns Summit, NC 27...
Contents
 Assignments

 Leadership

 Computer Skills

 References
Assignments
 My core competency is the sale of services – tangible and intangible – based on long term
 contractual relati...
Assignments
 As a sales leader I
     Develop the value of the team and team sell with other departments,
     capitalizin...
Assignments
 In addition to my sales experience, I’ve been fortunate
 to work with mentors who recognized my skills and
 e...
Leadership
 In my career I’ve consistently and continuously
 found ways to improve the performance of my
 teams by providi...
Leadership
 Customer facing
    While most salespeople don’t want to admit it, everyone is
    better with a script. The t...
Leadership
 Customer facing
   Presentations (scripts) are “plug-n-play” ready for
   the customer with minimal customizat...
Leadership
 Customer facing
   Once the presentation is finished my team has tools
   to present the value proposition to ...
Leadership
 Customer facing                                      Uniform Program Analyzer
                                ...
Leadership
 Customer facing
   For a high level analysis, team members input
   information and the sheet automatically ca...
Leadership
 Customer facing
    The beginning of all customer facing activities is the training of the
    team
        Re...
Leadership
 Customer facing
   My personality profile
Leadership
 Customer Facing
                                               A     B            A       B             A     ...
Leadership
 Customer Facing
   My Caliper
Leadership
 Customer facing
    Learning models
        I teach my team that it is
        an ongoing process to
        d...
Leadership
 Customer facing
   One page out of a 106 page training manual
   covering products, systems and sales processes
Leadership
 Back office processes
    My primary responsibility is to be a sales leader; to educate, motivate,
    develop...
Leadership
 Back office processes
   MapPoint territory strategy maps
      One of the main challenges to maximizing selli...
Leadership
 Back office processes
   Excel
      Here are just two examples of the process improvements
      made using E...
Leadership
 Back office processes
   Excel – Salesforce.com KPI reporting
       Angela Bottomley
                        ...
Leadership
   Back office processes
          Excel – New order process
                                      Seller enter...
Leadership
 Back office processes
   Access
      I taught myself to program and I’ve developed systems to:
            Au...
Leadership
 Back office processes
   Example of system designed to order, track
   and bill direct sale garment orders:
Leadership
 Back office processes
   Customer invoices
Computer Skills
 Proficient in MS Office and general PC knowledge
    Free on-line testing from National Computer Science ...
References
 Professional                                         Personal
      John Logan - manager                      ...
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Sean Gallagher Leadership Capabilities Presentation

  1. 1. Leadership Capabilities Presentation For Sean Thomas Gallagher 8180 McClanahan Drive, Browns Summit, NC 27214 972.897.6368 www.linkedin.com/in/seantgallagher
  2. 2. Contents Assignments Leadership Computer Skills References
  3. 3. Assignments My core competency is the sale of services – tangible and intangible – based on long term contractual relationships This sales expertise developed my skills Selling at all levels within an organization – CxO through end user Selling in a complex sales environment with multiple buyers (technical, economic, user and the ultimate decision maker) Selling in both short and long sales cycles (1 call close to multi-year process) Selling long term value of relationships by building trust and rapport with clients Leveraging team selling Selling full portfolio of products and services Developing the long term value of the customer Managing the lifetime value of the customer relationship
  4. 4. Assignments As a sales leader I Develop the value of the team and team sell with other departments, capitalizing on others strengths Promote continuous learning and development on the team, working towards conscious competency Identify areas of improvement for my team members and sales process to shorten the sales process and maximize revenue Provide positive reinforcement and realistic expectations to motivate the team to greater success Empower my team to take appropriate actions and move sales through the process
  5. 5. Assignments In addition to my sales experience, I’ve been fortunate to work with mentors who recognized my skills and expanded my experience I’ve also Designed and sold marketing research Developed and implemented marketing programs including the collateral Held total responsibility for two customer care centers with 100 team members supporting 400,000 customers, $45M in annual revenue and a $2.5M annual budget
  6. 6. Leadership In my career I’ve consistently and continuously found ways to improve the performance of my teams by providing them with value added resources Resources fall in two primary categories Customer facing processes Back office processes
  7. 7. Leadership Customer facing While most salespeople don’t want to admit it, everyone is better with a script. The trick is to know your script so well it sounds like a conversation. I’ve work with my teams – especially inexperienced reps or those new to sales – so they realize they need to internalize their scripts. I share this example: “Think about the character Johnny Depp plays in Pirates of the Caribbean. You may not like him as an actor, but you can easily identify the character. Why is that? Did he wake up one morning and decide to be a pirate? Did he make up all the lines in the movie so he sounded natural saying them? No, he had a script and he rehearsed it hundreds of times until he became the character. This is what we do as salespeople to effectively sell. You need to take your script, learn it, make it your own.
  8. 8. Leadership Customer facing Presentations (scripts) are “plug-n-play” ready for the customer with minimal customization required
  9. 9. Leadership Customer facing Once the presentation is finished my team has tools to present the value proposition to the customer Solutions are often custom tailored to the particular client and the value proposition will include specific costs/cost reductions or process improvements that encompass the total value for the customer First example page Many times the solution is high level and simply focuses on the bottom line costs associated with the partnership Second example page
  10. 10. Leadership Customer facing Uniform Program Analyzer W earers 10 This example takes all Towels (W eekly Delivery) G&K Quoted Rate (11/11/2) Other Quoted Rate (11/11/2) $ $ 100 5.75 4.00 components of a Pricing Other program into account Shirt Item Rental $ 0.45 Replacem ent $ Price 18.00 Item Rental $ 0.40 Replacement $ Price 14.00 and shows how a low Pants Jacket Towels $ $ $ 0.45 0.25 0.06 $ $ $ 17.00 36.00 0.41 $ $ $ 0.40 - 0.06 $ $ $ 13.00 25.00 0.41 initial cost results in a Towel Replacement TOTAL: $ 7% 65.24 $ 7% 57.74 higher overall spend. Common Items Other Items / Month Cost / Item Items / Month Cost / Item Missing Garment 1 $ - 1 $ 17.33 Replacements 2 $ - 0 $ - This tool allows reps to Dam age Items 1 $ 23.67 3 $ 52.00 TOTAL: $ 23.67 $ 69.33 M onthly Cost of Program walk through the cost Total Cost $ 284.63 $ Other 300.29 elements of a program, Effective Unit Cost $ 6.67 Agreement $ 7.51 even if they are not Term 48 Other 48 comfortable with a Price Increases Year 1 $ 3,700.15 5% $ 3,903.81 3% price/value conversation Year 2 Year 3 Year 4 $ 3,885.15 $ 4,079.41 $ 4,283.38 $ 4,020.93 $ 4,141.56 $ 4,265.80 Subtotal 48 Month Agreement $ 15,948.09 $ 16,332.10 Savings with G&K $ 384.00 Year 5 $ 4,497.55 $ 4,393.78 Subtotal 60 Month Agreement $ 20,445.65 $ 20,725.88 Savings with G&K $ 280.23 Year 6 $ 4,722.43 $ 4,525.59 Subtotal 72 Month Agreement $ 25,168.08 $ 25,251.46 Savings with G&K $ 83.39
  11. 11. Leadership Customer facing For a high level analysis, team members input information and the sheet automatically calculates for presentation and conversation with the customer Prepared By: Sean Gallagher G&K Services Prepared For: ABC Company Agreement # : C 123456 Transition Program Date: 4/1/2009 Valid Through: 4/16/2009 Current Environment Current W eekly Bill $ 509.00 Average Garment Cost $ 22.00 Deal Highlights Number of W earers 35 Typical Transition L&D % 20% Weekly savings %: 15% Inventory per W earer 24 Expected Financial Impact $ 3,696.00 5 year savings %: 6% Transition Cost: $ 3,696 5 year savings: $ 7,350 G&K Partnership New garment value: $ 18,480 Total value: $ 29,526 G&K W eekly Bill $ 435.00 Recovery W eeks 8 Transition % Covered by G&K 20% Free W eeks of Service 8 Agreement Term - Months 60 Partnership Length - Months 62 12 24 36 48 60 72 84 ABC Company Financial Impact Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Current Provider $ 26,468 $ 26,468 $ 26,468 $ 26,468 $ 26,468 $ 26,468 $ 26,468 G&K $ 22,620 $ 23,751 $ 24,939 $ 26,185 $ 27,495 $ 28,869 $ 30,313 Savings by Year $ 3,848 $ 2,717 $ 1,529 $ 283 $ (1,027) $ (2,401) $ (3,845) TOTAL SAVINGS: $ 3,848 $ 6,565 $ 8,094 $ 8,377 $ 7,350 $ 4,949 $ 1,104 Benefits of G&K Partnership Better service and accountability $0 transition costs 100% brand new garments at transition - $3,696 G&K investment in your company! Reduction in weekly spend $7,350 savings over 5 year partnership assuming no price increases by your current provider over the next 5 years. Additional $7,350 savings over 5 years is like getting another 17 weeks for FREE! How is your current provider going to save you $29,526?
  12. 12. Leadership Customer facing The beginning of all customer facing activities is the training of the team Recently I’ve been fortunate to have a training department to provide formal training In addition I train reps and provide reinforcement and augmentation to the corporate training objectives Behavior training, you need to understand your personality and your customer’s to maximize your opportunities to sell – Synergy Solutions personality profile (Driver-Expressive-Analytical-Amiable), Myers-Briggs, Caliper, Oxicon sales profile Learning models Sales processes Skills testing – role play
  13. 13. Leadership Customer facing My personality profile
  14. 14. Leadership Customer Facing A B A B A B A B A B A B A B 1 1 2 1 3 1 4 1 5 1 6 1 7 1 8 1 9 1 10 1 11 1 12 1 13 1 14 1 15 1 16 1 17 1 18 1 19 1 20 1 21 1 22 1 23 1 24 1 25 1 26 1 27 1 28 1 29 1 30 1 31 1 32 1 33 1 34 1 35 1 My Myers-Briggs 36 1 37 1 38 1 39 1 40 1 41 1 42 1 43 1 44 1 45 1 46 1 47 1 48 1 49 1 50 1 51 1 52 1 53 1 54 1 55 1 56 1 57 1 58 1 59 1 60 1 61 1 62 1 63 1 64 1 65 1 66 1 67 1 68 1 69 1 70 1 2 8 8 2 5 5 6 4 7 3 5 5 8 2 ISTJ 2 E 8 I 8 13 S 7 N 2 6 13 T 4 7 F 5 13 J 5 7 P Analytical MANAGER OF Your Profile: IST J In event of a tie - choose the letter or apply both FACTS AND DETAILS; ISTJ ISFJ INFJ INTJ Analytical MANAGER OF Sympathetic MANAGER OF People-oriented Logical, critical, decisive dependable, decisive, FACT S AND DET AILS; FACTS AND DET AILS; INNOVAT OR of ideas; INNOVATOR of ideas; dependable, decisive, concerned with people's serious, quietly forceful and serious, intent, highly painstaking and systematic; painstaking and systematic; welfare: dependable, concerned with systems and painstaking and systematic; preserving; concerned with independent, concerned with the common good, with organization, determined concerned with systems and organization, stable and conservative. stable and conservative. helping others develop. and often stubborn. organization, stable and ISTP ISFP INFP INTP conservative. Practical ANALY ZER, values Observant, loyal HELPER; exactness; more interested reflective, realistic, empathic, Imaginative, independent HELPER; reflective, Inquisitive ANALY ZER; reflective, independent, in organizing data than patient with details, gentle inquisitive, empathic, loyal to curious; more interested in situations or people; and retiring; shuns ideas; more interested in organizing ideas than reflective, a cool and curious disagreements; enjoys the possibilities than practicalities. situations or people. observer of life. moment. ESTP ESFP ENFP ENTP REALISTIC ADAPTER in the REALIST IC ADAPT ER in Warmly enthusiastic Inventive, analytical world of material things; good- human relationships; friendly PLANNER OF CHANGE; PLANNER OF CHANGE; natured, tolerant, easygoing, and easy with people, highly imaginative, individualistic; enthusiastic and oriented to practical, firsthand observant of their feelings pursues inspiration with independent; pursues experience; highly observant and needs; oriented to impulsive energy; seeks to inspiration with impulsive of details of things. practical, firsthand understand and inspire energy; seeks to understand experience. others. and inspire others. ESTJ ESFJ ENFJ ENTF Fact-minded, practical Practical HARMONIZER; and Imaginative HARMONIZER Intuitive, innovative ORGANIZER; assertive, worker-with-people; sociable, and worker-with-people; ORGANIZER; analytical, analytical, systematic; orderly, opinioned; sociable, expressive, orderly, systematic, confident; pushes to get things done conscientious, realistic and opinioned, conscientious; pushes to get action on new and working smoothly and well-tuned to the here and curious about new ideas and ideas and challenges. efficiently. now. possibilities. Orientation of Energy - Direction of focus, source of energy E xtraversion (energized by outside world) Introversion (Energized by inner world) Perceiving Function - Ways of taking in information Sensing (Work with known facts) iN tuition (Look for possibilities of relationships) Judging Function - Ways of coming to a conclusion T hinking (Decisions on logic and personal analysis) F eeling (Base decisions on personal values) Orientation to Outer Life - Function used in external world Judging (Prefer planned, orderly way of life) P erceiving (Prefer flexible, spontaneous way of life)
  15. 15. Leadership Customer Facing My Caliper
  16. 16. Leadership Customer facing Learning models I teach my team that it is an ongoing process to develop skills and become Consciously Competent – I know what I want to say, I know why I want to say it and I know what I want the outcome to be once I’ve delivered my information to the customer This ongoing process is part of every field ride, coaching session, formal evaluation and annual review
  17. 17. Leadership Customer facing One page out of a 106 page training manual covering products, systems and sales processes
  18. 18. Leadership Back office processes My primary responsibility is to be a sales leader; to educate, motivate, develop, focus and support my team to assist them in producing at the highest levels possible. When I need to develop tools to support my team I have the aptitude to leverage technology I’ve been fortunate to have a great set of professionally developed applications to help my teams over the years, however there are always opportunities to provide additional value At times I’ve identified a need for additional support, typically either: Strategic territory tools An Excel workbook to evaluate KPIs and format data for easier review An Access database to automate or improve a process
  19. 19. Leadership Back office processes MapPoint territory strategy maps One of the main challenges to maximizing selling during golden hours is using time effectively, so using Salesforce.com data I mapped out prospects by Zip
  20. 20. Leadership Back office processes Excel Here are just two examples of the process improvements made using Excel I consolidated the Salesforce.com data into a graphical dashboard for management. This provide rep-by-rep KPIs on a scorecard that is simple to use. I automated the new order process, moving from a hand written form to a spreadsheet Many of the items either fill in automatically or there is error checking to reduce costly mistakes All forms are now in a single location, reducing the chance for incomplete paperwork
  21. 21. Leadership Back office processes Excel – Salesforce.com KPI reporting Angela Bottomley Current W ee k W ee k W ee k W e ek W e ek W eek W e ek W e ek W eek W eek W e ek Pipeline 7 8 9 10 11 12 13 14 15 16 17 New Opportunitie s $ 400 $ 2,250 $ 1,695 $ 1,200 $ - $ - $ - $ - $ - $ - $ - Sum $ 400 $ 2,650 $ 4,345 $ 5,545 $ 5,545 $ 5,545 Avera ge $ 400 $ 1,325 $ 1,448 $ 1,386 $ 1,109 $ 924 Crea te d 3 5 5 6 0 0 Avg Opp Value $ 133 $ 450 $ 339 $ 200 $ - $ - Projected Closings $ - $ - $ - $ - $ 1,650 $ 3,180 $ 400 $ 405 $ 1,745 $ 100 $ - Sum $ 3,180 $ 3,580 $ 3,985 $ 5,730 $ 5,830 $ 5,830 Avera ge $ 3,180 $ 1,790 $ 1,328 $ 1,433 $ 1,166 $ 972 Crea te d 5 6 4 6 1 0 Avg Opp Value $ 636 $ 67 $ 101 $ 291 $ 100 $ - Below Avera ge Above Actua l Goa l New Opportunities Projected Closings Tota l Opportunities 35 26 Tota l Opportunities Last 4 W ee ks 16 8 $ 2, 50 0 $ 2, 00 0 $ 1, 80 0 Avera ge La st 4 W eeks 3.2 2 $ 2, 00 0 $ 1, 60 0 $ 1, 40 0 Tota l Pipeline $ 9,205 $ 7,800 $ 1, 50 0 $ 1, 20 0 $ 1, 00 0 Avera ge Opportunity $ 263 $ 300 $ 1, 00 0 $ 800 $ 600 $ 50 0 $ 400 $ 200 Avera ge Opportunity Age 58 92 $- $- Max Opportunity Age 177 184 7 8 9 10 11 13 14 15 16 17 Avera ge Opportunity Activity 87 14 Max Opportunity Activity 318 30 15 $3,140 W ee kly Monthly Quota $ 162 $ 708 Pipeline $ 663 $ 2,650 Pipeline Multiple 4.10 3.74 Goal 4 4 20 $6,065 Quantity Re ve nue Discove ry 20 $ 6,065 Discovery Present Discovery Present Present 15 $ 3,140
  22. 22. Leadership Back office processes Excel – New order process Seller enters a data point which is checked against a master product list. This information is then entered on the form for the admin team to place the vendor order. Order form is color coded and all required fields highlighted. Seller fills in the worksheet which populates remainder of the order form.
  23. 23. Leadership Back office processes Access I taught myself to program and I’ve developed systems to: Automate the fulfillment of 2,000+ customer welcome kits per week Track trouble tickets and billing credits Report ACD statistics for management and client review Quote, order, invoice and track customer merchandise orders Each of these systems helped either fix or streamline an internal process
  24. 24. Leadership Back office processes Example of system designed to order, track and bill direct sale garment orders:
  25. 25. Leadership Back office processes Customer invoices
  26. 26. Computer Skills Proficient in MS Office and general PC knowledge Free on-line testing from National Computer Science Academy – www.ncsacademy.com Additional software experience with: Salesforce.com; ACT!; Microsoft MapPoint; Microsoft FrontPage; Microsoft Project; SPSS; Survey System
  27. 27. References Professional Personal John Logan - manager Michael McCoy – 817.896.2669 President – Optimum Sales Consulting 678.447.3559 Michael Alewine – 336.662.7987 Harry Schottenfeld - manager Director of Sales – G&K Services 925.963.1574 Jon Wolfe - peer AGM/Service Manager – G&K Services 919.656.1177 Richard Aronson - peer Contact Information Manager Technical Services – Hitachi Business Consulting Sean Gallagher 214.683.8938 8180 McClanahan Drive Browns Summit, NC 27214 Angela Bottomley – team member Major Account Representative – G&K 972.897.6368 cell Services 336.327.5659 sean_t_gallagher@yahoo.com Amy Dotson - team member www.linkedin.com/in/seantgallagher Account Executive – Sanijet Corporation 972.533.6120

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