Driving national sales, new channels and operational trans­formation in telecom

The work covered several senior commercial and operational responsibilities across major telecom environments, with a common focus: turning national commercial priorities into consistent execution at scale.

The scope included the national positioning and sales execution of DTH technology, broader telecom sales performance across a major retail network, customer experience, the creation of a completely new door-to-door indirect sales channel, and, in a separate telecom environment, the optimisation of the operating model and cost base.

The challenge was never limited to defining a sales strategy. The work required taking decisions into the field, creating systems that could operate consistently across regions, and adjusting the organisation when the commercial and operational model was no longer sustainable.

One part of the work involved the national positioning of a DTH technology proposition.

The responsibility extended across product positioning, sales execution and customer experience within the retail network of a leading telecom operator.

The product had to compete for attention within a broader portfolio of telecom services. A central commercial strategy alone was not enough. Store teams needed to understand how to position the proposition, how to communicate it to customers and how to integrate it into the wider sales conversation.

The work therefore connected national sales priorities with regional and store-level execution, supported by direct field engagement, regional coordination and structured performance tracking and reporting.

The responsibility also extended beyond DTH to broader telecom sales within the retail environment, ensuring that product priorities, customer experience and commercial execution worked consistently across the network.

A separate major initiative was the development of a completely new door-to-door sales channel for a large international telecom operator.

The objective was to create an additional route to market outside the traditional retail environment and expand the operator’s ability to reach customers directly.

This required more than putting a field sales team in place. The channel needed its own operating model, sales process, field structure, performance management and reporting.

The work covered the practical design and launch of the channel — how teams would operate, how sales would be managed, how performance would be measured and how the new route to market would fit into the wider commercial structure.

The result was a new indirect sales capability that complemented the existing retail and distribution model.

In a separate telecom environment, the responsibility expanded beyond sales into operational efficiency and cost optimisation.

The business needed to bring its operating structure and cost base into line with commercial reality. This required reviewing how resources were deployed, understanding what the organisation genuinely needed to support sales and service delivery, and identifying where the structure had become unsustainable.

The work involved assessing the relationship between commercial output, organisational capacity and operating cost.

This was not simply a cost-cutting exercise. The objective was to protect the parts of the organisation that were essential to sales and customer delivery while reducing structural cost that the business could no longer sustainably support.

The resulting model aligned resources more closely with the real requirements of the business and created a more sustainable relationship between revenue generation and operating cost.