Hopes and Dreams: Doubling Billions in 18 Months
Let me share a story about transforming a company that had already achieved substantial success yet was stuck in its old ways — a sleeping giant ready to wake up.
This company had $12 billion under management, which sounds impressive, but internally, it was clear the potential for growth was untapped. Sales were sluggish, marketing felt like a relic from a bygone era, and customer service was a patchwork of inconsistent efforts. Meanwhile, management was stuck in a reactive mode, constantly extinguishing fires instead of planting seeds for growth.
I knew change was possible — bold, sweeping change. I told myself, “If we get this right, we can double sales in two years.”
The Diagnosis
Here’s what I found:
1. The sales team was stuck in a “problem-pain-solution” rut, focusing on what was wrong instead of inspiring customers with what could be right.
2. Customer service lacked coordination, with some associates doing their best while others were outright disconnected from the company’s mission.
3. Marketing was stiff, compliance-driven, and uninspiring — fine for regulators, terrible for customers.
4. Leadership was consumed with short-term problems, and opportunities for proactive growth went unnoticed.
The Prescription
I didn’t just slap on a bandage. This required surgery — deep, strategic restructuring across the entire organization. Here’s the approach:
1. Reimagine Sales: Shift from a transactional, problem-solving approach to a customer-centric one. Sales associates began asking about clients’ dreams, goals, and aspirations. Instead of saying, “Here’s how we can fix your pain,” we started saying, “Here’s how we can help you achieve your best future.”
2. Rebuild Training: I rewrote training manuals, created in-depth classes, and developed a career roadmap for both associates and managers. Training wasn’t just about hitting sales targets — it was about fostering professional growth and leadership.
3. Refresh Marketing: We overhauled brochures, ads, and outreach efforts, making them customer-friendly and forward-thinking. Marketing became a beacon, drawing in clients instead of chasing them down.
4. Revamp Customer Service: I implemented a structured, proactive service system that ensured consistency and excellence. Customer service associates were retrained — or replaced — to match this new vision.
5. Restructure Management: Leaders at all levels were educated on these new approaches, with clear metrics and accountability. Those who couldn’t adapt were compassionately transitioned out, making room for leaders who could drive growth.
6. Fire Problem Customers: Yes, you read that right. Toxic clients were creating inefficiencies and stress across the company. By transferring those accounts to competitors, we freed up bandwidth to focus on clients who aligned with our vision.
The Results
Change wasn’t easy. It never is. Over the course of 18 months, I worked tirelessly — 12 to 16 hours a day, six days a week — to ensure this transformation succeeded. And succeed it did.
Within two months, the ripple effects of change were already evident:
- Staff morale improved. Conversations shifted from complaints to collaboration.
- Sales began ticking upward — gradually at first, then exponentially.
- Inbound client calls surged, reducing outbound efforts by 80% in the first year.
- Managers transitioned from reactive firefighting to proactive growth planning.
By the 18-month mark, sales had doubled. Doubled! And here’s the kicker: I didn’t focus on cutting costs or trimming expenses. Instead, I honed in on growth. By doing so, inefficiencies naturally corrected themselves.
Why It Worked
This wasn’t just a one-time fix. The systems and metrics I implemented created a perpetual cycle of improvement. Every two years, the company conducts a full-scale review to adapt and refine. We don’t wait for problems to emerge — we predict and prevent them.
Firing problem clients turned out to be one of the most liberating moves. It allowed sales teams and managers to focus on the clients who truly mattered, removing headaches and creating alignment across the organization.
Lessons Learned
Transformations like these require boldness, a clear vision, and an unrelenting focus on people. Yes, I had to let go of some colleagues I cared about. But I knew they’d land on their feet (they did), and the changes paved the way for hiring individuals who aligned with our mission.
The best part? This wasn’t just about numbers. It was about unlocking potential — of the company, the staff, and the customers we served. By focusing on hopes, dreams, and possibilities, we didn’t just double sales. We redefined what success looked like.
And that? That was worth every sleepless night.
Looking for results like this for your business?
Contact me, maybe I can help.
If you missed any of the earlier articles, here is the list:
