Home | Sales Meeting P10

11:00 Jo Wille

12.00 BU update Organizational/ Sales (SW/G)

Financial performance YTD (RP/G)

Operational/ Commercial updates TP/G, LI/G

13:30 Break

14.00 Manuel Fernandez

15:30 ESM Questions and answers discussed MM/G, JC/G

16.30 Reginal updates JC/G, RM/G, SW/G, MM/G

Sales Meeting P10 2026

New Business Hunters/ Sales Team Exapansion

Our recruitment strategy was clearly defined.

We were doing things differently.

Rather than focusing on individuals with industry experience. We identified businesses with robust, proven, new business cultures. Businesses that put alot of emphasis on performance management, KPI accountability, and proactive customer engagement.

With the help of an experienced head hunter (not a recruitment agency) we then targeted and approached individuals from those companies identified.

The head hunter was to qualify candidates using a predetermined list of behaviours, skills and personality traits.

The objective being, we hire individuals already accustomed to operating in results driven environments, delivering against measurable objectives and who matched the personality traits that I was looking for.

I'm pleased to say, Sean and Blaine are the result of this activity.

Now a few words from the superstars please.

Territory Map

Rob Blue

Sean Grey

Blaine Green

James Red

Mark, Steve. Of course James available for support as required.

Laying the Foundations of a New Business Culture Within the BU

A successful new business culture cannot exist solely within the sales team.

It must be embedded throughout the entire organisation.

Every department plays a role in supporting growth, customer acquisition, and the overall customer experience.

So moving forward, will do more on the wider organisational new business culture.

Conversations are already underway to improve collaboration between departments, specifically CS and Field Engineers.

As this is a sales meeting the following points are more sales specific.

Creating a successful new business sales culture requires more than setting revenue targets and increasing activity levels.

It involves establishing the right behaviours, expectations, and measures that encourage consistent prospecting, opportunity creation, and revenue growth.

So there are 8 key areas that will make up the foundations we build on

8 Key areas

Vision and Expectations. Understand exactly what success looks like. This includes defining expectations around prospecting activity, pipeline generation, customer engagement, and revenue contribution.

KPI Accountability and Reporting. KPIs established around activities, calls, meetings, opportunities created, pipeline value, specific outreach campaigns. The collation and review of these metrics ensure consistency, focus and the best understanding of the deployment of resources.

Behaviour. New business generation, becomes entrenched in our psyche. A habit rather than an occasional task. Work on ourselves as people, our behaviours will breed success, phycology, empathy, emotional intelligence, curiosity, confidence, resilience, adaptability, competitiveness, commercial awareness.

Talent. Individuals who demonstrate all the above with a willingness to engage with prospects. Attitude and behaviours are more important than industry experience.

Coaching & Development. Regular training, call reviews, conversation analysis, help to improve our skills, confidence, and effectiveness in customer engagements.

Recognition. Rewarding the right behaviours is critical. Celebrating wins, New opportunities created, meetings secured, deals closed, a dam good phone call, reinforces the culture and motivates the wider team.

Collaboration. Share best practices, what's working what's not, any vertical biting right now and why, market insights, and success stories. Team approach to winning new business.

Leadership Commitment. Leaders must actively champion a new business culture. Behaviours expected from the team should be demonstrated by management through visibility, engagement, accountability, and support.

We are going to sell as a service.

We are going to sell value.

From today we lay the foundations of a strong new business culture.

One that we can be proud of and that we can expand upon.

Time and pressure, time and pressure

Like waves shaping rocks

We are gonna smash it!

Q4 Activities

Pipeline Management

Work already underway to create a Monday.com enterprise workspace

5 licences for the sales team, for prospecting activity, transparency and collaberation.

I'm working with Jessica to create this.

Monthly Sales Reports

New simple template.

Collection of outreach data

Collation of month on month sales data within a spreadsheet for analysis

The new template can evolve over time

Generate reports from Monday.com in the future/ drill down

Outreach KPIs now in place

External SDR Campaign

The Prospect Factory visit for product training 9th October

Training on the "Invitation pitch" to align with our outreach.

6PP pitch with with objection/ question handling roadmap back to fundamentals

1500-2000 leads required for the campaign

Working with the Italian team, using the D&B system for lead gen 15th October

This campaign is a potential bonus, not relied upon, cant retract from our own outreach

New year launch

Field Engineers

Discussions underway for field engineers to have improved workflow managment.

Objectives to utilise time

Preventative maintenance

Make Storopack more visable with our customers

Incentivised to identify cross selling opportunities

Peak maintainance planning complete

Workshops and projects ongoing

Product training

Outreach/ dedicated team days/ call days

Prospecting/ how to evidence leads/ what to look for/ consider

Psychological Traits of High Performing Salespeople

The Invitation Campaign and pitch

Value add/ The Storopack proposition/ selling value

Selling The Portfolio/ Cross Selling/ Identifing opps onsite

Digital lead campaign with Italy/ lead allocation/ how best to pitch it

Presentations/ business case for core products/ intralogistics redesigns/ throughput measures etc

Storopack UPS and how to capitalise on it.

Packaging Logistics/ Automation

New office and demo room with camera in Sheffield

Employee of the quarter

Competitions

Thats it from me over to Sir Richard who can bring us up to speed on the numbers.

Thank you.

Sales Meeting P10 2026

New Business Hunters/ Sales Team Exapansion

​

​Our recruitment strategy was clearly defined.

We were doing things differently.

​​

​

Rather than focusing on individuals with industry experience. We identified businesses with robust, proven, new business cultures. Businesses that put alot of emphasis on performance management, KPI accountability, and proactive customer engagement.

​

​

With the help of an experienced head hunter (not a recruitment agency) we then targeted and approached individuals from those companies identified.

​

The head hunter was to qualify candidates using a predetermined list of behaviours, skills and personality traits.

​

The objective being, we hire individuals already accustomed to operating in results driven environments, delivering against measurable objectives and who matched the personality traits that I was looking for.

​​

​

I'm pleased to say, Sean and Blaine are the result of this activity.

​​

​

Now a few words from the superstars please.

​

​​

​

​

​​

Territory Map

Rob Blue

Sean Grey

Blaine Green

James Red

Mark, Steve. Of course James available for support as required.

Laying the Foundations of a New Business Culture Within the BU

A successful new business culture cannot exist solely within the sales team.

It must be embedded throughout the entire organisation.

​

Every department plays a role in supporting growth, customer acquisition, and the overall customer experience.

​​

​

So moving forward, will do more on the wider organisational new business culture.

Conversations are already underway to improve collaboration between departments, specifically CS and Field Engineers.

​

As this is a sales meeting the following points are more sales specific.

​

​

8 Key areas

Vision and Expectations. Understand exactly what success looks like. This includes defining expectations around prospecting activity, pipeline generation, customer engagement, and revenue contribution.

KPI Accountability and Reporting. KPIs established around activities, calls, meetings, opportunities created, pipeline value, specific outreach campaigns. The collation and review of these metrics ensure consistency, focus and the best understanding of the deployment of resources.

​

​

​​​​​​​​​

​

​​​​

​​​​​

​

​

Talent. Individuals who demonstrate all the above with a willingness to engage with prospects. Attitude and behaviours are more important than industry experience.

Coaching & Development. Regular training, call reviews, conversation analysis, help to improve our skills, confidence, and effectiveness in customer engagements.

Recognition. Rewarding the right behaviours is critical. Celebrating wins, New opportunities created, meetings secured, deals closed, a dam good phone call, reinforces the culture and motivates the wider team.

Collaboration. Share best practices, what's working what's not, any vertical biting right now and why, market insights, and success stories. Team approach to winning new business.​​​​​​

Leadership Commitment. Leaders must actively champion a new business culture. Behaviours expected from the team should be demonstrated by management through visibility, engagement, accountability, and support. ​​

​

​

​

​

​

​

​

Q4 Activities

Pipeline Management

​

Work already underway to create a Monday.com enterprise workspace

​

5 licences for the sales team, for prospecting activity, transparency and collaberation.

​

I'm working with Jessica to create this.

Monthly Sales Reports

New simple template.

​

Collection of outreach data​​​

Our recruitment strategy was clearly defined.

Collaboration. Share best practices, what's working what's not, any vertical biting right now and why, market insights, and success stories. Team approach to winning new business.

Leadership Commitment. Leaders must actively champion a new business culture. Behaviours expected from the team should be demonstrated by management through visibility, engagement, accountability, and support.

Collection of outreach data

Thats it from me over to Sir Richard who can bring us up to speed on the numbers.

Thank you.