Organize Cross Functional Managers to Close a $200M Deal

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Case Study

Organize Cross Functional Managers to Close a $200M Deal


Meetings That Work

Our client needed help coordinating finance, legal, and marketing departments, product sales specialists, engineers, architects, and advanced services personnel.

We were brought in to triage and keep everyone accountable in order to close a $200M deal.

Client Challenge

Our client was in the final stages of closing a multi-architecture Enterprise License Agreement (ELA) worth more than $200 million. Putting it all together meant coordinating numerous departments and people – from finance, legal, and marketing departments to product sales specialists, engineers, architects, and advanced services personnel.

The massive size of the project, plus its importance, meant that finely tuned organization, project management, and follow-up were vital to success.

Our client was overwhelmed by the workload required to bring this sale to fruition. He also wanted to shorten the timeline in order to make quota. Internal sales support only covered a small portion of what was required. Plus, our client had other customers he needed to service, and was increasingly unable to do this.

To achieve what our client needed while ensuring that nothing got forgotten, the client looked to an outside organization with the training, skills, and knowledge to organize the project and coordinate all the teams working on it.

Here’s what the client needed:

  • Coordinate stakeholders necessary to the sale completion
  • Align the various departments and people involved towards a common goal
  • Tracking and follow up on action items to ensure they were completed on time
  • Document the process

How We Solved It

We provided an organized, proactive communication strategy that brought together everyone related to the project.

  • We held weekly calls with the client’s account team and other departments to ensure everyone was aligned. These calls dealt with outstanding and new action items and the status of the various parts of the project.
  • We sent out action item reminders to all those who had outstanding items. Later in the week, we sent a status check to the project team to show what had been completed that week and what was still outstanding.
  • We followed up directly with any stakeholders holding up the process until they delivered what the deal needed.
  • We built dashboards to enable the team to visualize the project status at a glance.

Business Impact

There were immediate improvements in all aspects of the sales process, including a 30% faster-selling result.

  • Time saved: Internal team alignment was accelerated, resulting in the sale closing four months earlier than forecasted.
  • Immediate accountability improvements: One person mentioned that people who’d missed the first meeting began showing up at future ones because they were being held accountable.
  • Impact on sales time and stress: Our client said his work was easier than it would have been because he didn’t have to add monitoring action items to what was already a busy schedule.
  • Accountability: Tracking the action items kept everyone accountable and the timeline under control.
  • Alignment: Bringing together scattered and disparate teams was key to the project’s success.

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