Sewells ran a business transformation/culture change programme with a well known manufacturing organisation starting in June 2012.

In the first quarter of their 2012/13 financial year, they recorded sales and profit over 17.5% ahead of budget. In the previous two years their first quarter performance had been 15 – 20% below budget for revenue and profit.

Sewells ran a sales development/culture change programme with a well known financial services organisation beginning in June 2008.

The market had slumped by 35%, true relationship selling was embedded and the 'silo' culture replaced by a 'one team' unstoppable culture.

Sewells ran a global performance orientated leadership/culture change programme with a well known manufacturing organisation in June 2012.

Flatlining unit sales and earnings had become the 'norm' - managers were shown how to lead and inspire their teams - in a flat global market, their share is rocketing.

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