This document outlines Nat Evans' 30-60-90 day plan as a new sales consultant. It includes an overview of Nat's professional experience in IT sales and the military. The plan details activities for the first 30 days such as learning company offerings and developing sales goals. Activities for days 30-60 include managing past performance and prospecting new opportunities. Activities for days 60-90 focus on monitoring results, closing opportunities, and exceeding sales quotas to prove impact within 90 days.
How can you stand out from a crowd of candidates who all know how to interview well? You bring a 30/60/90-Day Sales Plan.
Your 30/60/90-Day Sales Plan is proof that you can not only talk the talk, you can walk the walk. You’ll show that you have a strategy, backed by your research on the company and the job, that will have you ringing the cash register in no time. But…not all plans are equal.
This 30/60/90-Day Sales Plan is the result of continually refining and improving the plans of thousands of candidates over 12 years of Peggy McKee’s career as a sales and marketing recruiter.
The 30-60-90 Day plan will allow you to impress the hiring manager with your skills, initiative, and creative thinking.
Click this link:
http://careerconfidential.com/30-60-90-day-plan-how-to-create-and-use-it-to-knock-their-socks-off-in-the-job-interview/
How can you stand out from a crowd of candidates who all know how to interview well? You bring a 30/60/90-Day Sales Plan.
Your 30/60/90-Day Sales Plan is proof that you can not only talk the talk, you can walk the walk. You’ll show that you have a strategy, backed by your research on the company and the job, that will have you ringing the cash register in no time. But…not all plans are equal.
This 30/60/90-Day Sales Plan is the result of continually refining and improving the plans of thousands of candidates over 12 years of Peggy McKee’s career as a sales and marketing recruiter.
The 30-60-90 Day plan will allow you to impress the hiring manager with your skills, initiative, and creative thinking.
Click this link:
http://careerconfidential.com/30-60-90-day-plan-how-to-create-and-use-it-to-knock-their-socks-off-in-the-job-interview/
The 30-60-90 day plan for your interview successIta John
This plan can help you to achieve the 4 main missions of any interviews, viz, it shows that you understand the job; that you can do the job; that you'll do the job; that you won't pose a risk to the hiring manager's own continued employment (since he will be the one responsible for hiring you)
10 useful tips for creating a 30-60-90 day plan when entering a new company or starting a new position. This also includes specific example for a sourcing manager role.
What should you do in the First 90 Days as a Sales Manager or VP? Brett Wallace, VP of Sales for Zoominfo, gives 10 high-impact things to focus on to ramp up quickly. A must read for newly promoted Sales VPs and Managers...or aspiring ones!
A study into the management research open to CEOs in their first 100 days AND application of several management models with case studies to help. Keynote presentation for memoQfest 2013.
My First 90 Days - Strategies for SuccessSuresh Kodoor
Your First 90 days in a new organization are critical in laying a strong foundation for sustained long-term success. Plan to follow a defined framework to make your transition to the new Company a success for everyone involved!
30-60-90 Day Action Plan for New Managers OnboardingRavinder Tulsiani
New managers have a lot to learn. This action plan is designed to help new managers focus on the 3 elements: people, process and product and helps them prioritize areas of emphasis in the first 30, 60, 90 days. see ravindertulsiani.net
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
The 30-60-90 day plan for your interview successIta John
This plan can help you to achieve the 4 main missions of any interviews, viz, it shows that you understand the job; that you can do the job; that you'll do the job; that you won't pose a risk to the hiring manager's own continued employment (since he will be the one responsible for hiring you)
10 useful tips for creating a 30-60-90 day plan when entering a new company or starting a new position. This also includes specific example for a sourcing manager role.
What should you do in the First 90 Days as a Sales Manager or VP? Brett Wallace, VP of Sales for Zoominfo, gives 10 high-impact things to focus on to ramp up quickly. A must read for newly promoted Sales VPs and Managers...or aspiring ones!
A study into the management research open to CEOs in their first 100 days AND application of several management models with case studies to help. Keynote presentation for memoQfest 2013.
My First 90 Days - Strategies for SuccessSuresh Kodoor
Your First 90 days in a new organization are critical in laying a strong foundation for sustained long-term success. Plan to follow a defined framework to make your transition to the new Company a success for everyone involved!
30-60-90 Day Action Plan for New Managers OnboardingRavinder Tulsiani
New managers have a lot to learn. This action plan is designed to help new managers focus on the 3 elements: people, process and product and helps them prioritize areas of emphasis in the first 30, 60, 90 days. see ravindertulsiani.net
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
Client-focused account and relationship manager, dedicated to exceeding client expectations and maintaining strong, fruitful working relationships with customers to gain their trust and respect. Skilled at maximizing sales by managing all accounts systematically and logically. Adept at collaborating with internal teams and clients including c-suite executives to develop comprehensive plans that deliver exceptional results.
Client-focused account and relationship manager, dedicated to exceeding client expectations and maintaining strong, fruitful working relationships with customers to gain their trust and respect. Skilled at maximizing sales by managing all accounts systematically and logically. Adept at collaborating with internal teams and clients including c-suite executives to develop comprehensive plans that deliver exceptional results.
Client-focused account and relationship manager, dedicated to exceeding client expectations and maintaining strong, fruitful working relationships with customers to gain their trust and respect. Skilled at maximizing sales by managing all accounts systematically and logically. Adept at collaborating with internal teams and clients including c-suite executives to develop comprehensive plans that deliver exceptional results.
Client-focused account and relationship manager, dedicated to exceeding client expectations and maintaining strong, fruitful working relationships with customers to gain their trust and respect. Skilled at maximizing sales by managing all accounts systematically and logically. Adept at collaborating with internal teams and clients including c-suite executives to develop comprehensive plans that deliver exceptional results.
Client-focused account and relationship manager, dedicated to exceeding client expectations and maintaining strong, fruitful working relationships with customers to gain their trust and respect. Skilled at maximizing sales by managing all accounts systematically and logically. Adept at collaborating with internal teams and clients including c-suite executives to develop comprehensive plans that deliver exceptional results.
Client-focused account and relationship manager, dedicated to exceeding client expectations and maintaining strong, fruitful working relationships with customers to gain their trust and respect. Skilled at maximizing sales by managing all accounts systematically and logically. Adept at collaborating with internal teams and clients including c-suite executives to develop comprehensive plans that deliver exceptional results.
2. Nat Evans: USN Veteran
IT SALES PROFESSIONAL
14 years in the professional and managed services business - Broad range of industry knowledge
and relationships in the Maryland/DC/Virginia Enterprise and systems Integrator markets - Sales
Executive with excellent history of developing strategy and translating it to action - Result-
oriented driven Sales Leader with a proven track record of exceeding sales quotas through
carefully designed sales strategies - Exceptional skill in persuading decision-makers and a
relentless desire to succeed - Background includes initiative and discipline instilled by the U.S.
Navy
CORE COMPETENCIES
Client Relationship Management ● Managed Services ● Cloud Services ● Exceeding Sales Quotas ●
Global, Enterprise & SLED Sales ● Unified Communications ● Business Development ● Key
accounts Management ● Military Training ● Strategic Planning ● Hunter
PROFESSIONAL HISTORY
Emtec Inc., Herndon, Virginia (March 2011-Present)
Educational Business Development Manager
.
3. Emtec Business Development Manager to Fairfax County Public Schools and Fairfax
County Government
Key Responsibilities
• Accountable for completing sales objectives and general quality of
service for FCPS.
• Perform sales and marketing calls to reserve meetings with
prospective clients.
• Expert in a cold-calling, negotiating contracts, consultative selling,
forming grouping and partnering with others.
• Call and face-to-face visits with prospective, new and presented to
assist new business.
• Carry out client presentations expressing the value plan of
products, solutions, and service offerings from Emtec.
• Followed long-term accounts strategies that increase profits and
helped in cultivating the long-term relationships with proper
decision makers.
• Observed new accounts achievement by making contact with the
customer at planned intervals.
BT Global Services, Herndon, Virginia (2010 to March 2011)
Client Director
High-impact sales and accounts professional who has worked with prominent and high
profile accounts with a vast portfolio of cloud services, managed services, IT outsourcing
and telecommunications
4. Key Accomplishments
• Identified perused, penetrated 3 key global accounts and
performed consultative selling BT Global Services portfolio.
• Led business development and marketing efforts to expand BT Global footprint
portfolio of services resulting in 5 net new Named accounts
for Mid-Atlantic territory.
• Forged new business alliances with solutions providers: Cisco, Microsoft, Aruba &
EMC.
• Responsible for developing territory accounts plan to penetrate under developed
MD, DC & PA key accounts.
• Business and lead generation through business BT Global Services affiliations
tradeshows/business expos, sales promotions and conferences.
Dimension Data, Herndon, Virginia (2000 to 2009)
Senior Enterprise accounts Manager
Nine year veteran of Unified Communications solutions in Enterprise accounts. Key focus on
state and local government, higher education and enterprise accounts.
Key Accomplishments
• Managed enterprise accounts achieving $2.2M in gross profit target in local
government, higher education and enterprise accounts in Mid-Atlantic region.
• Generated between $4M and $8M in annual revenues, surpassing quotas for the
past 7 years. (2002 through 2008).
• Recognized for being the Top accounts Manager, Mid-Atlantic for Call Center
Solutions in 2007.
• Presidents Club 2004, 2005 Top Performer Mid-Atlantic.
5. ADDITIONAL EXPERIENCE
• Senior accounts Manager, Core BTS, Falls Church, VA (1998-2000)
• Internet Sales Director, Crystal Ford Ltd., Silver Spring, MD (1997-1998)
• Finance and Insurance Manager, Apple Ford Inc., Columbia, MD (1994-1997)
• Mortgage Banker, Homestead Mortgage Inc., Bethesda, MD (1992-1994)
• Antisubmarine Warfare Specialist, United States Navy Reserve, Washington, DC (1989-1991)
• Antisubmarine Warfare Specialist, (SAR) United States Navy, Mayport, FL (1985-1989)
EDUCATION
BACHELOR OF SCIENCE DEGREE IN BUSINESS MARKETING, (1991)
University of Maryland, University College, College Park, MD
HONORS & AWARDS
Navy Commendation Medal Armed Forces Expeditionary Medal
Good Conduct Medal Two Sea Service Ribbons
Meritorious Unit Commendation Battle “E” Ribbon
Sailor of the Month Petty Officer, Second Class
Naval Air Crewman Search and Rescue Specialist
Kaman 1K Hours Flight Time Award ASW Specialist Designation
Inactive Secret Clearance 4.0 Evaluations
US Coast Guard Special Ops Ribbon Naval Air Command, Plane Captain
6. Preliminary Activities
• Meet with my line manager to prioritize what is expected of me with a specified
timeframe, discus the corporate accounts and develop initial plan of action
• Review past revenue goals within the assigned accounts
• Create and study market focus, competitive & S.W.O.T analysis
• Schedule and new accounts manager training for new accounts Mgr.
• Research accounts thoroughly by obtaining any additional /previous information about the
accounts from the management team
7. 30 Day Activities
• Complete all specified company and services offerings from my new company
• Develop sales goals & accounts plans for prospect accounts & yearly goals
• Continually increase my knowledge of corporate services offerings
• Meet with my SE’s, Channel Managers and product specialists to build team approach for
house and new prospect accounts
• Meet with fellow AM’s & tap into their experiences to help implement ideas that would
help make the accounts more productive in areas we have not penetrated
• Prepare partner meetings for intro’s with mngt/AM’s to leverage complete accounts
coverage
• Meet with my line manager to establish expectations and review travel and forecast, plan
and review weekly & bi-weekly requirements
• Understand 90-day opportunities already in pipeline
• Travel with my line manager into accounts for introductions and learn all relationships
within accounts and begin to align executive sponsorship where needed
8. 30 Day Activities Continued
• Identify key decision makers who I need to meet with immediately to continue seamless
integration as new AM
• Start to develop my new relationships and contacts within net new and house accounts
• Close out all business initiated by previous AM and follow up with any implementation of
services/products: take care of any loose ends
• Attend any and all Corporate training pertaining to my line of business
• Identify & join professional trade associations pertinent to Corporate accounts
• Participate on weekly commit calls as directed
• Begin to prospect old accounts and contacts for new business related to our offerings
9. 60 Day Activities
• Manage first 30 days of change and review the past months performance
• Ensure all plans for first 30 days are completed
• Report on progress for the prior 30 days as needed
• Continue fine-tune product/service knowledge, activity standards and ops
• Work on number of demo’s, procedures, accounts calls that will be needed to meet the
accounts goals
• Continue to have monthly/bi-weekly meetings with Channels & Business partners
• Identify OEM’s in current accounts and work on partnering opportunities
• Continue to travel and meet all contacts within assigned house accounts
• Continue to close for commitment for further action in the form of follow up
meetings, fact finding efforts, introductory rep lunches/meetings
10. 60 Day Activities Continued
• Continue to meet with key influential decision makers within net new and house accounts
to understand time frames in order to build pipeline
• Begin to understand all organizational functions with the accounts to better understand
logistical & procurement processes for professional services
• Create tickler action file to ensure follow upon important activities and accounts events
• Continue bi-weekly communication with my line manager to ensure success within named
accounts
• Work my plan and plan my work productively and effectively
11. 90 Day Activities
• Monitor first 60 days activity level and results and adjust levels if necessary
• Meet with my manager to discuss business results; actual vs. plan. Discuss any changes in
any of the accounts relating to business opportunities
• Continue to close opportunities already in pipeline and continue with net new business
activities
• Continue to increase level of contact within my accounts and better understand areas of
dissatisfaction with competitive services in or to better position our services/solutions
• Work efficiently and effectively to ensure optimum time and territory management.
Maximize downtime between appointments and cold calls, focus on daily production, stay
current with all reporting (SalesForce.com)
• Continue ongoing trainings to further my corporate value proposition
• Develop strategies with SE’s to defend against competitive threats
• Continue bi-weekly partner, OEM meetings for networking opportunities
12. 90 Day Activities Continued
• Communicate effectively with my manager to maintain goal congruency
• Exceed monthly sales quotas; Work Smart !!
• Continue hitting the ground running and proving to management that I can be an
impactful asset well before the usual 6 month new hire period !
13. Quick Recap
• FIRST 30 Days – Learn company products and services solutions, learn about my
team, co-workers, learn the channel partner & OEM community, start to build trust
both internally and externally
• First 60 Days – Continue on working on above, continue relationship building, close
old pipeline, develop new client contacts- hunt!!
• First 90 Days – Have a strong understanding of the company’s offerings, penetrate
new areas within house accounts, grow the business, go wide & deep use my chain
of command to ensure success and growth within my new accounts
• Practice High Performance Culture!
Thank You!!!