PSP works with clients to implement world-class sales enablement and account growth processes to improve competitive contract win rates, and forecasting accuracy, driving greater sales cycle efficiency. Doing everything that much better than your competitors simply delivers better results.Our ‘toolkit’ includes intelligent deal qualification, rigorous win-loss reviews, sales strategy workshops, 'Price to Win' processes, compelling and differentiated value propositions, winning proposals, contract close planning, account growth programs, and executive customer satisfaction surveys. All of these tools have been developed over a number of years based on best-practice and word-class selling models. They are tried and tested on the sales front line and, when combined with our experience of B2B sales processes, have been proven to deliver win rates sustainably above 50% (approaching 80%) while driving greater efficiency across precious sales resources. Losing deals isn’t just frustrating, it costs money.Customers range from large multinationals operating across a number of industry sectors and geographies to a diverse range of smaller and medium-sized companies. We help them all improve their ability to secure more business, avoid nasty surprises, and deliver results by design.

Sales Performance Improvement Coach providing sales operations and account growth coaching including opportunity qualification, sales strategy, value proposition development, price to win, high impact proposals, close planning processes and win/loss reviews.Working with over 50 clients, these companies have ambitious growth targets but need help to create or enhance their Sales Management Framework and implement or refresh their Playbooks. Results include increased win rates, more accurate sales forecasts, securing strategically important contracts, and a lasting legacy of sales process improvement. Account Growth Programmes are designed to increase customer retention, grow share of spend, and build 'competitive immunity'.

Responsible for Sales, Business Development, and Channel Partners growing the business and increasing our customer base for safeguarding services to improve the outcomes for children and vulnerable adults.

Helping companies significantly improve their win rates when competing on tenders by increasing their buyer evaluation scores before final submission. Detailed examination of requirements and scoring from a buyer's perspective together with guidance on how to improve your proposal to ensure it is complete, compliant, convincing and compelling. Good proposals may not be enough by themselves to win a contract but bad ones can lose them. Why go to all the effort of putting a great deal together only for your proposal document to let you down? Buyers are brutal when it comes to scoring proposals - it's smart to find out how you measure up before you submit it and fix the weaknesses.

EzGov (now part of CACI) provide on-line transactional and web enablement services to the UK public sector where I was responsible for central government sales achieving an average of 125% of my sales quota each year.

Starting as a Network Engineer and rising to become an industry sector Client Executive via technical and sales leadership roles. Recognised with the EDS Inner Circle award on a number of occaisions and attended the Cranfield and Henley Business Schools as part of a program to develop the top 200 global leaders.Significant roles in securing landmark contracts including:• DVOIT (£300M) led the technical team and negotiated with Unions to transition civil servants for the first time in the UK into the private sector. Became Account Manager for DVLA and then Client Executive for EDS’s Transport business in the UK and Regional Manager for the South West, with leadership responsibility for over 400 people. Responsible for revenues of £50M pa. exceeding all account targets.• HMRC (£3B) led the solution team in outsourcing the largest government contract in the world at that time. Became Director for Customer Relationships leading a team that dramatically improved customer satisfaction by developing high impact communications, identifying innovative business solutions, expectation management, and rapid issue resolution. Became Group Executive responsible for over 300 people supporting all HMRC projects and direct management of revenues of £80M pa. I also sat on HMRC’s Policy Board.• DWP (£1B) led the initial outsourcing solution for the DWP’s ITO department that provided DWP with all IT services. Helped with the transition of a large number of staff. • MoD DII (£4.5B) Enterprise Solution Architect and partner manager developing the high level solution and 'price to win' strategy for the Atlas consortium which included Fujitsu, LogicaCMG, IBM, and General Dynamics. Became Director of Stakeholder Management responsible for the MoD Top Level Budget holders at 1-star and above. Held high levels of security clearances. Sales Programme Manager for new business with a pipeline in excess of £2B and individual opportunities valued at over £600M

Sponsored student studying Electronics and Electrical Engineering and then Telecommunications at the University of Wales in Cardiff. Moving through the technical grades as part of a team responsible for the Western Region communications infrastructure including passenger information systems and corporate systems and supporting the development of the Mercury national fibre optic network.