Rich Wham
UK Challenges
Diagnosis Analysis
Q1 FY23
9 Months Trend Analysis Starting point - 11 heads back, 8 productive. $2.4m of Productivity starting point. Delayed recovery to catch up and onboard. Lag of 6 months here. Q1 PG of $23m is evidence of the run-rate of PG that is needed.
RD
People
Support
PG
Where did I spend my Time?
What did I not do in Q1?
Territory Analysis
Health and Wellbeing
Relationships
Where we started from August 2022 (H2)
11 Heads Behind Plan - 8 of these 11 were productive
$2.4m of Productivity Behind and More New Heads coming into plan
Negative mindset internally and externally about issues in UK
So what?
Operation Fix - blogs, videos, events, offsites, values, created identity, shifted belief and mindset into very positive across the whole of UK
This was a core focus and linked to recruiting - huge investment of time - building a new business plan and a culture plan to bring the UK together
Over indexed on this but little choice due to extreme pressure to catch up
Results - record hiring quarters for 3 quarters in a row - 8 new hires in Q3, 9 new hires in Q4 and 11 new hires in Q1
Big Bang approach going into FY23 to settle territory and people / patch
However, this was not consistent.
1 Hour every 2 weeks reviewing smoke / credit card / atlas free tiers / issuing leads or account assignments out
Lacked ability to invest more time into this part of the job
No Cadence / Prioritisation
Hearts and Minds campaign to keep all RDs in the boat
This was deliberate an intentional
First 4 - 5 months, speaking to all RDs daily to ensure brainstorming and value was there as well as more inspection on the key items (recruiting and PG)
Q3 and majority of Q4 this operating rhythm continued with 9 RD 1:1s for 90 minutes each from Monday - Wednesday.
So What? Dependence grew in a number of areas
So What?
3 RD Issues - All in Enterprise Business.
David Rakusen - had to remove from business and remind RDs about expectations, accountability
Denis Greyling - brutal and honest conversation which triggered his own diagnosis but also his response what extremely pleasing and showed strong character
Alex Hammett - destructive and extremely self-centred
No accountability - always looking to pass blame and find excuses
Not committed to the demands of the job
Always distracted with things outside of work he can't keep separate
Toxic behaviour with the team
Will go on sick leave and / or moved on
Culture and focus versus results
Q3 - $9.4m QP / 100 NBMs
Q4 - $9.9m QP / 120 NBMs
Q1 - $23m QP / 170 NBMs
3 EAEs M4S productive in Q4
12 EAEs M4S productive in Q1
Not enough deals in Q1 forecast as result of significantly low PG output in Q3 and Q4 - ramping up in terms of number of EAEs in seat
Mid-Q1 switch ... weekly PG forecast call implemented which turned PG around but backend loaded to generate the swing in QP
Recruiting
132 x EAE Interviews in Q3, Q4 and Q1 - resulted in 28 hires Still saying "no" to candidates from Holly, Alex ... Denis too and David. Candidate qualification at RD level is still a development point.
On average 3 - 4 interviews a week
Challenges on top x 27 hires + at least 10 on top
1 x Recruiting forecast call
4 x recruiting events at Wigmore - 5 hour candidate events
1:1s .... forecast calls .... recruiting forecast calls ... interviews ... challenges ...
What was missing?
Territory Analysis - programme and structure with cadence
Deal reviews for in quarter but more quarter +1/+2
The pro's and the con's of over-indexing on culture. Why? Shit scared of losing more reps that didn't belong to anything... honestly, did this impact territory / consequences / any more attrition set us back. 2 surprises hurt us and we weren't in a position to be ahead of that.
During this process... RDs became accustomed to buying more into attacking culture challenges that doing it in combination of keeping close eyes on QP, buulding the business.
Trying to attend to everything as a buffer for RDs rather than being able to navigate ahead of schedule to issues.
August versus May - very different dynamic... hearts probably went on too long versus heads. Very much heads now in terms of RD conversations.
What has changed?
Exited 1 x RD with strong message to all leaders around expectations, re-emphasising the most important elements of the job.
Managing my personal capacity ... Q3 didn't workout. Q4 mostly didn't work out.
Why? Working to 11pm every night and waking up fucked. Not feeling ready to train. Compounding issue.
Impact - focus, sleep, patience, detail lacking, poor decisions, less reviews, transactional mindset...
Impact - not looking after myself, not able to look afters. Not myself around those closest.