Services and Approach

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Current State of Affairs in Most Organizations TodayCurrent State of Affairs in Most Organizations Today

Typically, 20% of the sales organization produces 80% of results (or some version of this paradigm)20%

True “A” players generate up to 10 times the outcome as average performers10

“A” management teams typically produce 10X+ the results of a “B” team20

Sales professional turnover can cost more than $1,000,000 (for each person) 1M

Management turnover costs are exponentially higher (~$15mm+)$$$

“Poor Leaders” will cost your system 10% of total people expense 10%

Source, HBS Research, DW personal experience

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Current Industry Trends Highlight a Need for TransformationCurrent Industry Trends Highlight a Need for Transformation

Over the past two years, 40% of sales people did not make quota*40%

In 2010, sales organizations in the US overall achieved less than 80% of target. Only 1% of firms said their forecast accuracy was >90%**80%

63% of Sales Executive Council members say their sales managers do not have the skills and competencies they need to evolve their sales model, and nearly 10% do not have the skills they need to be successful in the job today****

63%

Sales organization turnover continues at a 25% yearly rate***25%

of people new to a role fail within 18 months*****46%

Effective sales management has been hijacked and is now often more focused on CRM adherence and revenue forecasting

Source: *,**, ***, CSO Insights 2011 and 2012, **** The Challenger Sale,*****HR Chally research

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Implications for Client’s BusinessImplications for Client’s Business

Only 9% of customer loyalty is attributable to a better price-to-value ratio than competition*9%

53% of customer loyalty is attributable to outperforming the competition on the sales experience itself**53%

Outperforming the competition on the sales experience will result in higher win percentages, higher margins, increased customer loyalty, and ability to achieve coveted “trusted advisor” status

*, **Source: The Challenger Sale, 2011

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Value Proposition Value Proposition

We partner with our clients to assess and strengthen client facing, sales and leadership roles

We provide unique combination of technology, training, content and consulting that:

Assesses organizational capability and potential in a fact-based fashion, and aligns current team to what is required to executed the strategy on a go forward basis

Delivers measurable enhancement of client results by improving individual and organizational performance

Our team is the difference• Blend of experienced consultants and successful operating executives • Proven training, intellectual property and tools coupled with proprietary methodologies that

leverage technology• Combine theory and research with pragmatic business disciplines • Measurable focus on near term results and sustainable improvement

We guarantee the measured improvement is greater than our feesIrresistible client risk/reward model

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ApproachApproach

We focus on the following questions What level of capability and capacity exists today within your front line and sales

organizations compared to what is required to execute the business strategy? What capability and gaps exists within your leadership structure? How is the team performing individually and collectively?

What level of success is possible today given the current team, management process, and tools within your business? Can the team, processes and tools be enhanced or developed?

What organizational capabilities, go-to-market strategy, roles, selling behavior, messages, compensation, management structure and processes are required to successfully drive improved performance and deliver step revenue growth?

What leadership and talent are required to effectively execute the strategy? How do you know the required change is occurring? How will you become a sustainable high performance organization?

Driving Sustainable Revenue Growth

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The Diagnosis & Tools to Improve Front Line PerformanceThe Diagnosis & Tools to Improve Front Line Performance

The following ingredients are critical:

Talent acquisition• Formal process and discipline to improve the hiring of strong performers

Identify strengths and development needs of existing team• Assessment and engagement systems• Alignment of current team to desired “go-to-market” strategy• Performance and energy “pulsing”

Training and Development: Implement developmental actions to improve individual and organizational performance and deliver superior results that are grounded on a fact-based recognition of the current state• Effective On-Boarding• Compensation aligned to strategy• Sales process • Ongoing training and development • Effective sales management/coaching • Leadership alignment and organizational design• Proper tools and supporting technology

The payoff for improving organizational capability in this area is at least 10X the investment.

Technology

6.4 %

Professional

Services6.2%

Food, Beverages & Tobacco

5.9%Rental5.9%

Consumer Goods (Heavy Goods)5.8%

Insurance &

Financial Services

5.6%

Mining5.6%Public

Sector5.4%

Consumer Goods (personal&

Leisure)5.3%

Business Services

4.9%

Healthcare4.8%

Banking 4.6%

Telecom 4.6%

Utilities 4.3%

Engineering

4.2%

Oil & Gas

4.2%

Travel & Leisure

4.1%

Truly Talented People are Very Rare: The Presence of Key Competencies, by industry Sector Globally(percentage of population)

Source: SHL, ‘The Talent Report: Big data Insight and Analysis of the Global Workforce, 2013

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Thus, Building a Best-In-Class Sales Force is a ProcessThus, Building a Best-In-Class Sales Force is a Process

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2

Monitor, Measure & Report on Results

Develop Automated Dashboard to monitor performance improvements

Evaluate Ongoing Performance of Incumbents and New Hires

Reinforce Training Program Determine ROI

Analyze Business & Sales Strategy

Assess Sales Strategy in Context of Business Goals

Analyze Current Systems for Selection, Training & Development and Performance Management

Conduct Job Analysis on Sales & Sales Management Roles

Validate Core & Job Specific Competencies

Develop Selection System Assess Incumbents using Technology-

driven Valid & Predictive Assessment Determine Ideal Profile for Sales &

Management Utilize Validated Model within

Recruitment & Selection Process Create Structured Interview Protocol Implement Technology-Driven

Recruitment Process

4 Solutions

InterrelationshipsDevelop Employees Implement Dashboard to Determine Gaps

between Current Workforce and Ideal Profile Provide targeted Sales Training to close

development gaps – both classroom and technology delivered

Train Sale Managers in On-going Employee Development Process

Integrate Performance Management Compensation System

Analyze Leadership Potential of Sales Force Develop Succession Planning Process Provide Performance Coaching & Mentoring

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The Goal is to Shift Performance of All Human Assets The Goal is to Shift Performance of All Human Assets

Variable By-Standers Typical Game Changers

Revenue Per Employee $ 500,000 $ 750K $ 3,000,000 - $5,000,000

Profit Per Employee $ ($50K) $ 25K $ 1,000,000+

Shareholder value Per Employee $ ($100K) $ 50K $ 1,000,000

Client Service/’Will recommend you ’ >4% 15% 72%

Employee engagement ( % EE ‘engaged’) 21% 25% 37%

Turnover – ability to retain the best 32% 18% 4%

Your Organization #____________

%___________

#___________

%__________

#____________

%___________

Drag

Sales Pipeline Dashboard• Real Time Information• Stay on Top of Key Issues

•Execution•Organization Performance

LIFT

•Execution•Organization Performance

EXAMPLE OF HOW SOFTWARE CAN PROVIDE VALUE – DASHBOARD THAT DISPLAYS TOTAL COST OF PERSONNEL BY POTENTIALIssue: Poor performers will put drag on any change effort

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Sales Effectiveness Services

• Sales Potential• Sales Competency Modeling• Sales Assessment and

Selection• Sales Channels and Process• Sales Culture• Best Practice Sharing• New Hire Induction• Account Planning/Strategy

Development• Lead Qualification

Management• Win/Loss Review• Forecasting

• Client Enlightenment Approach/Capabilities Whiteboard

• Value Messaging• Customer Segments• Product Offerings• Sales Strategy• Sales Coverage / Revenue

Planning and Quota Distribution / Goal Setting

• Performance Management• Sales Compensation• Sales Training and

Development

Leadership Services

• Executive Assessment• Executive Integration• Executive Leadership

Coaching• Custom 360°

Assessment Processes • Career Development• Integrated Leadership

Development and Training

• High Performance Leadership Team Development

• Culture Building (Assessment and Development)

• Succession Planning• Change Management• Strategic Alignment • Merger & Acquisition

Integration• Cross Functional Team

Innovation• Talent Development• Performance

Management

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Business Development Solution AreasBusiness Development Solution Areas

SALES MODELDESIGN

Organization StructurePeople, Processes, Tools

ASSESSMENTSPULSE

BENCHMARKING TOOLS & PROGRAMS

COACHING &DEVELOPMENT

PROGRAMS – TECH ENABLED

SALES COMPENSATION

SALES TRAINING

LEADERSHIP DEVELOPMENT

SALES TEAM IMPROVEMENT

LINKAGE TO CRM SYSTEMS

RECRUITMENTProcess Consulting

LASTING TRANSFORMATION FOR

IMPROVED BUSINESS RESULTS

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Leadership Solution AreasLeadership Solution Areas

Team FacilitationLEADERSHIP

ASSESSMENTSPULSE

BENCHMARKING AND ENGAGEMENT TOOLS

& PROGRAMS

COACHING &DEVELOPMENT

PROGRAMS

ORGANIZATION EFFECTIVENESS AND

DESIGN

LEADERSHIP TRAINING

LEADERSHIP DEVELOPMENT

LEADERSHIP TEAM IMPROVEMENT

RECRUITMENTProcess Consulting

LASTING TRANSFORMATION FOR

IMPROVED BUSINESS RESULTS

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Our ClientsOur Clients

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Add in: Caesar’s Entertainment, Association for Financial Professionals, Conagra,HarQen, MB Real Estate, Digitas, KSM Media, True North

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Dan Has Built High Performing Sales Organizations from the Ground UpDan Has Built High Performing Sales Organizations from the Ground Up

Dan has been responsible for architecting and executing the build out of sales organizations that have placed three different companies on the Inc. 500 list 7 times, including the #1 ranking while at Parson Group. He created the concept, devised the model, hired the team, put in management process and discipline to drive growth, and created cultures that retained the most effective individuals. A total of 6 PE capital raises totaling some $42 mm has resulted in greater than a $700mm return to shareholders.His background and credentials in driving rapid growth include:• At General Electric, 5 years of actual sales experience, and 3 years management experience, with an average

quota attainment of 130%. Exceeded plan every year as both individual contributor and manager. Promoted 7 times in 8 years.

• At Intelogic Trace, built a team comprised of 3 district managers and 22 sales professionals. Top performing person in this role, and in less than three years, this team was generating over $25 million in new business each year.

• At ARC, in less than 5 years, built a sales and delivery organization from less than three million in revenue in 1989 to a run rate of over $100mm in early 1994. ARC ranked #13 on the Inc. 500 in 1993 and was the 2nd best performing IPO on NASDAQ in 1994. All organic growth.

• At Parson Group, wrote business plan, raised capital and executed a plan that grew from start-up in July of 1995 to a run rate of $90mm in revenue in 2001. Ranked #1 on Inc. 500 in 2000. All organic growth.

• At Capital H Group, starting from near zero in May of 2003, grew to $45mm in run rate revenue in early 2008. Combination of organic growth and acquisitions.

• At Caesar’s Entertainment, developed and implemented plan for an entirely new business for this enterprise selling high-end, customized travel packages to non-gamers. Also led a corporate-wide sales transformation effort. Worked for the CMO and CEO.

• Author of Second Stage Entrepreneurship, to be published by Macmillan in September 2013

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Dr. Steven Julius is a Nationally Recognized Expert in Team Assessment and Development

Dr. Steven Julius is a Nationally Recognized Expert in Team Assessment and Development

Steven M. Julius, Ph.D.

Dr. Steve Julius is the founder and chief executive of HRCG, a Chicago based firm specializing in executive leadership, high performance

teamwork, organizational effectiveness and strategic human capital solutions. A true proponent of the power that is derived from

integrating diverse talents and points-of-view, Steve has built a team of professionals who combine the approach of trusted advisor

with the first-hand knowledge and insight that comes from their having been in significant leadership positions prior to joining HRCG.

Steve believes that personal and professional success comes from helping others reach their peak potential. As such, he maintains an

active practice of advising senior executives and their teams from an array of major corporations, entrepreneurial companies and

professional service organizations. Whether called upon during times of organizational transition or in anticipation of capitalizing on

opportunities for enhanced business performance, Dr. Julius is known for his ability to combine his knowledge of human behavior,

organizational dynamics and business strategy to create relevant and practical solutions. Steve’s enthusiastic, outcome oriented style

has been described as “contagious” resulting not only in ready-to-use business solutions, but also a collective sense of personal

satisfaction and empowerment on the part of those with whom Steve works.

Dr. Julius earned his B.S. in Chemistry from the University of Illinois and his Ph.D. in Clinical-Community Psychology from Saint Louis

University. In addition to his formal training, Steve acquired “hands on” business experience as the chief executive for a community

mental health center and later, a major behavioral health care provider organization. Prior to forming HRCG, Steve also served as the

global leader for Organizational Effectiveness and Human Capital with a highly respected, global marketing communications company

where his expertise helped to support the firm’s transformation from a very successful private enterprise to a world class, publicly

traded industry leader. On top of that, “Dr. J” has developed and refined his approach to maximizing individual and team performance

by serving as the Director of Player Programs for the Chicago Bulls over the past two decades.

The Strategic Organizational Recruiting Tool (SORT), its companion Selecting Talent workshop and several team and individual

assessment instruments have been authored by Dr. Julius. He also is the co-creator of BrainFood, a development system for executives

and managers that teaches the application of practical leadership skills and sound business principles within a creative learning

environment. Steve has been quoted in various national and regional periodicals and is often a featured speaker on a variety of topics

including sustaining peak performance, building high impact management teams, leading corporate/ culture transformation and

constructive conflict.