Sales performance gains come from a commitment to continuous measurement and improvement at three levels — the market level, the team level, and the individual level.

This is the approach of Adam Ellingson, Chief Sales Officer at CeriFi.  Adam has led the strategy at CeriFi to drive sales performance gains through a period of rapid growth with multiple company acquisitions.    

He has needed to integrate five different sales teams and then optimize performance across enterprise, mid-market, and SMB customer accounts.  This required a thoughtful approach to measurement, iteration, and continuous improvement.

Adam outlines three key areas for measurement and improvement:

1️⃣ Measuring at Team Level for Market Alignment

At CeriFi, the first level of measurement is at the market level to find the right sales team size overall and by segment — large enterprises, mid-market, SMB, and blue ocean opportunities.

Getting to the right sales team size is only possible through understanding the total addressable market, current market share, and the amount of the open market that can be engaged and captured.  That market analysis then needs to be linked to setting a team and individual sales plan with revenue goals for the year.

2️⃣ Measuring the Right Talent to Meet Objectives 

A second level of CeriFi’s sales measurement strategy is ensuring the right talent is in place to execute the sales plans. To fill spots on the team, CeriFi assesses internal talent and, as needed, recruits new talent to fill gaps. 

The team next needs measurable performance expectations with specific metrics around pipeline creation, pipeline activities, and conversion rates.  Clear performance expectations with specific metrics that can be revisited create a clear plan for both individual and team achievement. 

3️⃣ Measuring and Developing Skill and Effectiveness

The third level of CeriFi’s sales measurement focuses on individual performance.  The focus is gathering data on each team member’s deal velocity and win rates.  

Each team member will have skill strengths and gaps — it could be at the top of the sales pipeline, the bottom of the pipeline, or in between. Measuring and identifying where individual reps struggle makes it possible to do tailored coaching and skill development.  

And, teams that achieve 3+ hours of skills coaching a month or an hour a week per team member, see average sales performance gains of 15% to 20%.

🏆 In conclusion, at the heart of Adam’s strategy for CeriFi’s sales team is continuous improvement through ongoing measurement and iteration. By measuring the team’s alignment with the market, ensuring the right talent is in place, and focusing on individual skill development, Adam has been able to turn a series of recent acquisitions into a source of strength rather than a disruptive threat to sales performance.