Most companies hire a Chief Commercial Officer to fix problems nobody has measured yet.
Chief Commercial Officer specifications cover a lot of ground, and they are surprisingly similar to one another. The companies are different. The lists are not. If you have written one, you already know what is on it.
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Build a coverage model
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Own the CRM stages so they predict something
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Establish pricing architecture
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Close the gap between quoted and delivered margin
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Get the forecast accurate enough for a board
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Decide who owns a shared account
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Pay commission for margin, not revenue
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Integrate the last acquisition's commercial data
Every one of those is analysis and design. None of them needs the title. All of them get postponed, because the person hired to do them is also carrying the number this quarter.
That is what Blue Halyard Group does.
Which sites within fifty miles of your branch have nobody assigned to them?
What you get:
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Systems that disagree
Where the ERP and the CRM do not tell the same story about a customer, a site or an account. The duplicates, the orphans and the mismatches, counted, with a road map to reconcile them.
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Quote to revenue
What was quoted against what was billed, where the data supports it, trended by branch and by service line.
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Coverage
Coverage analysis, corridor analysis and proximity maps. Every branch, every site inside its corridor, named, with the owner beside it or with nothing beside it.
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Expansion, and where the work already is.
Six ranked lists of work that exists today, at named accounts. Single-line accounts by spend. Sites inside a corridor, assigned to somebody, buying nothing. Lapsed accounts. Accounts missing a line that accounts like them reliably buy. And what it is worth, calculated from your own numbers.
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Cross-sell
How many of your service lines each account actually buys, by account and by branch. The single-line accounts ranked by what they spend.
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Pipeline stages
Whether the stages predict anything. Conversion by stage against what actually closed.
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Forecast reliability
Four quarters of forecast against what landed, by branch.
And the plan. Sequenced, addressed to whoever holds the seat, including what to leave alone.
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Who this is for
A board partway through a Chief Commercial Officer search. A chief executive who wrote the specification and can tell it is a list of symptoms. A new commercial leader in week two who inherited it and needs a baseline nobody can blame them for. A company that looked at the cost of the role, decided against it, and still has the work.
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What Blue Halyard Group does not do
Digital demand generation. Interim sales management. Selling you a CRM. The work is the analysis and the plan, and being in the room while somebody else runs it.