Equipped To Sell (EQ2S) is a sales performance consulting firm. Since 2005, EQ2S has helped companies transform sales performance and delivered over $10B in new business by emphasizing sound fundamentals and the “science” of selling. Our team has over 100 years of practical experience as sales professionals, sales leaders and senior executives. We are seasoned sales professionals that roll up our sleeves and apply practical experience to uncover areas of misalignment impeding performance helping sales teams breakthrough performance plateaus and drive outcomes. Our experience has taught us that each company’s journey to transform sales performance is unique. As a result, we create a tailored sales performance plan comprised of services and workshops for each client. Our services include:• Sales Performance Diagnostic• Sales Coaching• Deal Coaching• Sales Training and Skill Development• Sales Certification Our workshops include:• Building a Sales Strategy• Proactive Deal Creation• Identifying Your Ideal Client Profile• Crafting Value Propositions• Account Planning• Crafting Win Themes• Orals Proposal PreparationOver the past 19 years, EQ2S has worked with more than 20 companies, including Genpact, Convergys, Invensys (now Schneider Electric) & Boart Longyear across 15 industries including global sales organizations with over 350 sales professionals.

Developed in depth business plan and pro forma financials to raise investment capital to purchase Signature Millwork based in Dallas, Texas.Developed the vision and comprehensive sales strategy for expanding channels and market presence to grow the company by 25% annually.Raised the $6.5M capital required to purchase the company.As a result of 3rd and 4th quarter 2004 EBITDA being below thresholds set to meet both investor & operating cash flow requirements, along with several attempts to creatively restructure a win-win deal, we gracefully exited the transaction at the end of February 2005.

Responsible for leading a team of 30 professionals focused on rebuilding EDS’ sales culture, sales process, sales force automation, sales compensation, sales recognition, sales recruitment, and sales training worldwide.Designed four (4) sales training curriculums (Sales Leadership, Sales Professionals, Business Development Professionals and Sales Acclimation) to upgrade sales talent/skills and reduce an above industry average attrition rate.Co-Led EDS' global sales transformation called EDS Framework bringing two world class process vendors together (Franklin Covey and Revenue Storm) to establish EDS’ new sales process worldwide to over 300 sales professionals focused on demand creation resulting in a competitive advantage.Led effort to upgrade EDS’ sales force automation tools and implement a SFA vision focused on linking disparate databases to increase productivity and analytic capabilities for senior executives, business managers and sales professionals. Established and chaired the Cornerstone Group comprised of select sales leaders/professionals to identify key issues and create, solve and implement change initiatives that are central to the company’s profitability, growth and sales community.

Responsible for leading the EDS Canada sales organization which consisted of 76 sales professionals & staff, 4 client sales managers and a budget of $19MM USD focused on the financial, government, manufacturing, telecommunication, and transportation industries.Key executive on the EDS Canada Regional Operating Team (ROT) which is responsible for establishing and executing the overall corporate (financial and people care) objectives for EDS Canada. EDS Canada’s revenue increased 20.7% from $492.5MM USD in 2000 to $594.3B USD in 2001 and profits increase 37.7% from $48.8MM USD to $67.2MM USD.Executed the role of “change agent” to restructure, rebuild, and turn around an under performing organization. These changes resulted in EDS Canada’s best sales performance to date.Increased new client sales by 401% from $86MM USD in 2000 to $430.7MM USD in 2001, increased overall sales 380% from $386.9MM USD in 2000 to $1.86B USD in 2001.Implemented an ongoing pipeline development and deal qualification initiative that increased the pipeline from $2B USD in December 2000 to $4B USD in December 2001. Deal quality improved as indicated by the number of deals in the pipeline reducing from 246 in December 2000 to 174 in December 2001 concurrently the average deal size increased 155% from $9MM USD in 2000 to $23MM USD in 2001.Redesigned and implemented a comprehensive incentive program that included both a reward and recognition component designed to achieve aggressive sales targets and infuse a sales environment across EDS Canada.Restructured and established discipline to all the sales processes (e.g. value review boards, reporting and budgeting)Increased qualified honorees for EDS’ 2001 Sales Inner Circle by 750% with 15 honorees in 2001 versus only 2 honorees in 2000. (Sales Inner Circle honorees must achieve at least 120% of quota.)

Responsible for leading an organization focused on managing market based sales compensation models, sales recognition programs, sales retention programs and organizational effectiveness consulting engagements that contributed to EDS record sales in 2000.Built a sales consulting organization focused on improving EDS’ sales close rate for complex IT deals ranging in size from $100MM to $500MM.Established and chaired the EDS Sales Leadership Board which focused on initiatives to make EDS a high performance growth company.

Built an organization, developed the vision and implemented the strategy for an internal sales consulting group to improve the performance and organizational effectiveness of sales teams in Europe, Middle East & Africa, Asia Pacific, and the Americas.Responsible for leading the workforce planning team that rationalized and re-deployed of over 800 sales professionals from an strategic business unit (SBU) model to a line of business (LOB) model required to meet the 2000 sales targets and beyond. Created and implemented the first ever quota tool for the EDS sales community worldwide. A patent for the quota tool was submitted.CEO’s Executive Leadership Team member responsible for the architecture and implementation of a new 2000 sales compensation plan aligned with corporate objectives and designed to fuel a growth rate of 20%.

Generated $31.7 MM or 45% of the Chemical Division’s $70 MM annual revenue.Generated over $181MM in new sales.Led and won the largest and most complex information technology (IT) outsourcing deal ever awarded to the Chemical Division worth $125 million over 5 years by Solutia ($3 billion chemical spin-off from the Monsanto Company). Value to Solutia was to separate and operate independently sooner, reduce total IT costs by 20%, and increase market share by deriving more value from IT. Developed and led a 3 phased sales strategy to accomplish a must win for the Chemical Division. Phase 1 involved winning $800 K consulting engagement to select an ERP package for Sterling Chemicals ($1 billion commodity chemical company). Phase 2 involved winning and implementing the ERP software package worth $8 million over 3 years and phase 3 involves signing a full IT outsourcing contract. A very unique and creative element of the strategy involved AT Kearney investing $300K for a study focused on identifying cost reduction opportunities for Sterling’s MRO expenses. Awarded full IT outsourcing contract with ERP implementation in 1997 by ChemCentral (North America’s largest private chemical distributor) over 7 years worth $12 million. Value to ChemCentral was establishing an IT infrastructure to support global acquisition strategy.Awarded Co-Sourcing IT infrastructure contract in 1996 by Reichhold Chemicals ($1.2 million specialty chemical company) over 7 years worth $17.5 million with creative financial option to increase EDS annual revenue by an additional 10%. Value to Reichhold was re-focusing company IT assets on delivering value to clients.Awarded full IT outsourcing deal with ERP implementation in 1995 by ICI Fiberite ($850 million specialty chemical company) over 5 years worth $18.5 million. Value to ICI Fiberite was improved speed to market.

Responsible for selling direct marketing services focused on Fortune 500 companies in the New York/New Jersey territory. Developed and instituted a strategic sales plan; negotiated contractual agreements; developed and enhanced client relationships and managed client relationships, such as Reebok.

Led sales teams focused on selling voice and data services along with large PBX telephone systems to19 of 22 GE Capital businesses that resulted in over $6MM in sales that increased the base business of $32MM by 16%.Led and won a deal worth $5MM with GE Capital Commercial Equipment Group. Value to GE was a deal that improved customer service while reducing costs by $1.75MM annually. Led and won a deal worth $1.2MM annually in win-back with Penske Truck Leasing. Value to Penske was a deal that improved productivity by establishing a common communications platform for 365 locations and reduced operating expense by $120K per year.Received branch manager sales award for win-back sales in 1991 and exceeded quota in 1991 and 1992.