Wins

Four things I fixed

What the situation was, what I did about it, what changed, and the numbers behind it.

20+

Reps led

Building the Georgia team from nothing

The situation: The department was brand new in the GA market. There was no team, no rhythm, and no standard for what a day was supposed to look like.
What I did: I built the team from the ground up, set the expectations in writing, and put the daily and weekly rhythm in place: morning numbers, field time, one on ones, and a weekly review the department still runs on.
What changed: Every result the market has produced came out of a team and a cadence that did not exist before I built it.

Teams involved

Getting installs to keep up with sales

The situation: We were selling faster than Construction and Installation could deliver, and then city permits stalled projects outright, so serviceable inventory dried up mid-month.
What I did: I set up a standing working session with Operations, Construction, Care, Marketing, and Installation. Relationships I had built over years meant I heard about permit holds and delays early, so I re-cut territory assignments and moved reps onto live inventory instead of letting them sit.
What changed: We kept our momentum through the delays, installs moved faster, escalations dropped, and customers stopped hearing excuses from my reps.

Full-cycle

B2B ownership

Turning transactional accounts into renewals

The situation: A set of mid market and enterprise accounts were being handled as one off sales with no executive relationship behind them.
What I did: I ran discovery workshops with the actual decision makers, built solutions around problems they told me about, and negotiated multi year terms.
What changed: Retention improved, accounts grew, and the recurring revenue base got bigger.

Daily

BI review

Coaching off the numbers every day

The situation: Coaching without data turns into opinion, and reps stop believing it.
What I did: I read the BI dashboards every morning, rep by rep, and decide from the individual numbers where each person needs work that day. I coach to that one gap, and I call out the wins in front of the team when the numbers move.
What changed: Everybody knows where they stand before I say a word, and the conversation is about one specific thing instead of a general lecture.

The numbers

What I coach off of

Supervisor summary dashboard showing team production, close rate and mobile attach rate — My team's fiscal year summary. I read this rep by rep every morning and decide who needs what that day.

Regional rollup showing Twalib Mohamed's team ranked second of eight supervisors — The same period across the region, my team second of eight.

How I coach

Two conversations I have often

These are two real coaching notes I sent, shown as they went out. They cover the two situations that come up most: someone whose activity is short of the standard, and someone who is mid month and behind pace.

A rep below the activity standard

Subject: Field activity and where we go from here

He was working hard but starting late and not getting enough doors in, so the volume never showed up in the numbers.

Coaching email about field activity, with the rep's daily activity report underneath — The email as it went out. Green is the standard in writing, yellow is the four behaviors to change, and his own activity report sits underneath it. Open full size

A rep mid-month, behind pace

Subject: Where we are for July

Halfway through the month and short of goal. I wanted him to see the math himself and tell me what he was committing to.

Mid month pacing email with the month to date KPI ribbon and team ranking — Mid month check in. The yellow line is the math he needed to see, with the team's month to date ribbon and his rank underneath. Open full size

Second half of the mid month email covering install projection and the closing question — The second half of the same email, the projection and the question I end on. Open full size