The client is a regional bank with more than 200 branches. They identified significant growth potential across several key product and service categories and set out to build a more focused sales performance culture.

They established a team of performance coaches drawn from leaders across the organization, but did not have a clear model for how those coaches would consistently support their branches.

The client is a national provider of internet, television, and mobile services. Their call center sales team had been managed regionally but was recently consolidated into a single national team.

As part of the transition, leadership set out to establish a consistent set of frontline leadership practices and standards to ensure teams could continue to execute effectively.