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Principal Job Title
B2B Business Transformation: GM, Sales/Marketing, Business Development, Commercial Director
1 Line Summary
Develops & Implements growth strategies and plans: inspire /develop team to deliver results
Availability & Rates

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Ratings

HiveRank: Affiliate (213)
Country
United Kingdom
Closest Town / City
Northampton
Nominated to HiveMind by

Member since: 07-12-2018
My Background Details
I help CEO/MD of PLC, SME and Private Equity Owners to grow incremental profitable sales, by building robust measurable business processes.

My Approach:
Fact-driven and action oriented
Engage with people.
Focus on process.
Focus on delivering sustainable long term benefits.
Focus on developing people and relationships.
Focus on delivering results – PROFIT
On being totally independent

I have over 20+ years corporate experience assisting the growth of PLC, SME and Private Equity Mid Market Portfolio companies across the UK/Europe.

In my corporate career I had led and managed successful commercial teams across the UK, USA, SE Asia and Europe in a range of B2B industries

Today I use this experience to help CEO/MDs and Private Equity Owners on commercial matters from building high performance sales teams to implementing effective sales processes and carrying out due diligence. I have worked in a variety of B2B businesses utilising my transferrable skills.
Current Role Details
Development and implementation of growth strategies and processes to deliver sales/margin improvements. Introduce change management process to improve sales function and operation.
Results
Developed strategic plan – re focus the business by growth segments. Increased order intake by 20%.
Managing, mentoring and coaching sales team to deliver improvements in sales by up to 20%.
Rolled out Six Sigma/Lean process (VSM, 5s, QDIP, Kaizen, SW etc..) -reduce waste/improve efficiency
Introduced/implemented sales best practices process/tools to improve win rate by up to 15%
Implemented new business development generated incremental £1m•
New pricing increase by 10%
CASE STUDIES
BUSINESS TRANSFORMATION – MATRIX STRUCTURE - Case Study: 1

Situation
Client has 5 business units in UK, within each units they have range of industries which aims to provide training and work experience for the members of community who have committed crimes. This opportunity is provided in the hope that they will learn new skills which will assist them to seek full time employment. Therefore, aim is to outsource range of service/skills capabilities that are available within each business units to local industries, where the prisoners in effect become extension of local company work force.


Brief/Issues

Brief: The main brief was to recover and transform the revenue for the business and to install management process into the business, as well as increasing number of engagement from local companies. I was recruited for an initial period of three months, this then ended up being extended to 13 months.

Issues: Each site were working independently and there was no joined-up strategy in terms of delivering growth, hence the number of engagement with local companies was reduced this in effect had an impact on revenue and amount of work available to keep the prisoners engaged.

Task
Execution:

The initial few weeks were spent examining the business, people and its existing processes, which lead me to conclude that there was:

No clearly defined strategy in terms how to market the service, types of company to target.

No process

No performance indicator

No clear structure

No team culture/low morale.

Action
Priority 1 – Develop a detailed strategic growth plan for the business; which segment should the client be targeting, what types of accounts, how should the message be delivered, etc. Plus, a clear direction for the business, in terms of where are they now, where do they want to be and how are they going to get there.

Priority 2 – Develop a detailed marketing plan; how should the service be marketed. Develop a clear understanding of core competencies for each site, therefore develop each site as a centre of excellence.

Priority 3 Develop/implement a clearly defined structure with roles/responsibilities

Priority 4 – Focus on process, and team building. Also introduced performance indicator, which track /measured all the key data. The team where then given ownership to check/review the data and where appropriate carry out root cause countermeasure in order to continuously improve/further develop the process.



Results
Having a clearly defined strategic plan, along with a clear structure provided the business unit and its staff with a clear focus, and ensure the team were working towards a common goal.

The transformation programme generated improvements in the company’s performance and staff communication, as well as morale within each business units.

Introduced “new go to market strategy” Inc setting up a tele-marketing team. Pipeline improved by 35%
Secured major contract from a major commercial account valued at c£100k
Implemented best sales process/tools (e.g. drive lead generation improvement by 25%)
Set up new textile/fabric manufacturing cell, resulting 50% cost saving on bedding for prisoners
Secured additional work from wider Corporate division, adding £100k incremental revenue
On target to deliver 25% sales growth
Overall increased number of companies willing to engage with prison industries by 15%

Clients feedback:

“Rakesh was asked to deliver on a challenging brief of delivering change transformation, he was both resistant and patient with stakeholders in successfully delivering transformation”
DELIVERY ROLE HISTORY
G4S - GM/Commercial Director

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Delivery and Achievements
Introduced “new go to market strategy” Inc setting up a tele-marketing team. Pipeline improved by 35% Secured major contract from a major commercial account valued at c£100k Implemented best sales process/tools (e.g. drive lead generation improvement by 25%) Set up new textile/fabric manufacturing cell, resulting 50% cost saving on bedding for prisoners Secured additional work from wider Corporate division, adding £100k incremental revenue On target to deliver 25% sales growth Overall increased number of companies willing to engage with prison industries by 15%
WROGEL CAPITAL ( HODGSON/HODGSON) - Group Sales/Marketing Director

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Delivery and Achievements
Secured design win/orders : Mclaren, JCB, Caterpillar, Terex, JLR, Alexander Dennis, Glen Dimplex, Rangemaster Bombardier etc Appointed to develop new business and re structure sales/marketing function, build team and process due to decline in revenue; introduced new approach to manage pipeline business and sales closure process. Transformed a declining sales/marketing department by implementing best practises and change processes. Key Achievements •Implemented number of sales/marketing transformation initiative to re align team that delivers growth •Introduced/implemented sales best practices process/tools to improve win rate by up to 15% •Increased pipeline by 25% •Successfully negotiated long term contract with a major OEM company value £2m •Implemented new business development plan, secured new RFQ value £20m over 3 years •Developed web marketing strategy/e-commerce (SEO, PPC) pioneered adoption of Google Ad words tools. Generated incremental revenue of £600k •Identified appropriate email campaign platform to achieve maximum ROI •Overall the group delivered 7% growth
MABEY BRIDGE - Head of Group Strategic Marketing

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Delivery and Achievements
Key Achievements •Developed strategic plan - International expansion - Identified 20 key countries to target •Developed and implemented customer / market driven strategies,new product capabilities to gain market share. •Introduced new visual management board to drive continuous improvement. Win rate improved by 10%. •Implemented new CRM systems to allow analysis and targeting by profiling customer behavior •New lead generation/building data base process introduced/implemented. Pipeline increased by 30% •New channel development process introduced/implemented, that add 20 new international distributors. •Implemented digital marketing strategy/e-commerce/brochure, distributor on boarding material etc. •Developed/implemented new on line spares platform, revenue increased by 50% within first 6 months •Developed new acquisition process - ensuring a strategic synergy and right target is identified • Coached/managed by sales/marketing team with "hands on leadership" – showing a 15% improvements order intake.
AMETEK AIRTECHNOLOGY - Group Business Development Director

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Delivery and Achievements
Developed 5 year strategic plan for the group •Developed/implemented sales/marketing transformation programme for the group •Introduced new KPI ( visual management board) to drive continuous improvement/accountability •Q1/2012 order intake showing 8% growth versus Q1/2011 •Q2/2012 order intake showing 10% growth versus Q2/2011 •Managed/negotiated major long term £20m ( £7m p/a)contract from a leading OEM manufacturers.
LINX PRINTING ( DANAHER) - Head of UK Sales

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Delivery and Achievements
Recruited to introduce new sales structure and process due to decline in sales revenue. Key Achievements •Developed/implemented sales transformation programme to stop decline in Q1/Q2 sales revenue. •Introduced new focused approach to sales process/pipeline management. •Q3 2011 achieved 32% growth versus Q3 2010 •Q4 2011 achieved 45% growth versus Q4 2010 •2011 revenue exceeded target, showing a 21% growth versus 2010 •Q1/2012 forecast and pipeline in line to achieve with top level stretch sales goal of 25% growth • New demand generation (telemarketing) process introduced to drive new sales leads into the pipeline process. New accounts/new leads showing a 29% growth. •Developed/Implemented a new focus “go to market” strategies by each region focusing on vertical segment penetration and key account management strategy •Developed/introduced new marketing communication plan to drive brand and customer awareness
DANAHER PLC - Head of Sales/Marketing

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Delivery and Achievements
•Developed/implemented 5 year strategic plan for the business •Value Stream Mapping - managed number of projects that carried out VSM in different departments to drive efficiency into the business •Developed/implemented new channel development process for new/existing market resulting in incremental sales revenue of $800k. Secured key account value $5m •Developed push/pull strategy to direct end user and secure orders through distributors •Arrested a 10 year decline in NPD, by developing/implementing new product road map process. •Developed/implemented voices of customer process (VOC) to identify unmet needs. •Successfully launched three new products in a12 month period. •Developed web marketing strategy/e-commerce (SEO, PPC) pioneered adoption of Google Ad words tools. Generated incremental revenue of $600k •Created new lead generation team ( Telemarketing team) that delivered $1M of new opportunities.
IBD - SME consultant

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Delivery and Achievements
The key objective of the role is to support companies in developing a vision ( Strategic plan) then implementing this plan by breaking it down into individual functional areas of the business, ( eg sales, marketing, operation, finance etc..) Focus is on growing market share, and improve profitability by focusing on processes and people to deliver growth Key Achievements to date •Developed/implemented business transformation programme for a number of SME business. •Developed strategic plan – refocus the business by growth segments. Increased order intake by 20%. •Managing, coaching sales/marketing team to deliver improvements in sales by up to 20%. •Introduced/implemented sales best practices process/tools to improve win rate by up to 15% •Introduced six sigma/Lean change process principles into a number of businesses ( eg value stream mapping, process Improvement, 5s, kaizen event etc..) •Implemented new supply chain strategy – reduced cost of material by 25%, logistic cost by 10%. •Developed/Implemented new kanban system reduced inventory by 10%. •New pricing strategy – increased prices by 10%. •Reduced operating cost by 15%. •Number of ongoing projects – where the focus is on increasing market share, cost reduction, and improving overall business efficiency. (e.g. Improved WCT by 2 turns, Improvement in OTD by 10%, Margin by 12% etc.)



Rakesh Shah

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@rakesh_shah

active 4 days, 15 hours ago