Mr. Hassell is an approved Senior Consultant at Appleton Greene and he has experience in management, globalization and e-business. He has achieved a Masters Degree in Business Administration. He has industry experience within the following sectors: Government; Telecommunications; Utilities; Oil & Gas and Construction. He has had commercial experience within the following countries: United Arab Emirates; Saudi Arabia; Iraq and United Kingdom, or more specifically within the following cities: Dubai; Abu Dhabi; Riyadh; Baghdad and London. His personal achievements include: delivering 300% growth in technology; winning $1.5bn in business; winning $478m technology project; implementing new business winning process and program director delivering $478m project. His service skills incorporate: business winning; sales acceleration; deal closure; sales process and negotiating skills.
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Generating sales is at the core of the success of every company and boards around the world are looking at sales performance more closely than ever. Competition is becoming tougher with more companies operating in your niche and more information being available to potential customers so that they can move to an alternative supplier, have a stronger negotiating position and can strike a harder deal with your business.
Sales acceleration delivers a repeatable sales pipeline for your business that is based upon the adoption of a sales acceleration process that impacts and improves all elements of your sales process. Sales acceleration takes into account the changing dynamic of the market and covers using LinkedIn, Facebook, how to create a meaningful strategy, how to alter your sales approach to a mix of inbound and traditional prospecting for sales and how to hire, train, retain and lead a top quality sales team.
Sales acceleration also covers generating leads, validating your opportunities and mounting sales campaigns that drive your Probability of Win (PWIN) up and how to effectively and efficiently manage prospects through the sales cycle to deal closure.
In summary, sales acceleration is built upon over 20 years knowledge and experience in leading sales and bid teams to win over $2Bn in business across tough and competitive markets in the US, Middle East, Asia and Europe for FTSE 100 companies, and delivering growth of over 300% in 4 new vertical markets within 12 months for a start-up technology company. Sales acceleration delivers to you and your executive team a sales strategy, process and techniques for building a world-class sales team and a toolkit to skyrocket growth in your business.
Service methodology comprises 6 distinct steps. Step 1 is a pre-consulting client engagement with key company executives to understand the target market, current sales Probability of Win (PWIN), sales process and meet the key sales team members. The focus of the step is to understand the company aspirations, where it wants to be in terms of customers and markets and the shortfall in sales delivery.
Step 2 will focus on developing a firm sales strategy that will cover markets to concentrate on and priorities list, market entry strategies, customer segments, solutions, go-to-market, timescales and win strategies. One of the keys in this stage is to ensure that the strategy aligns with the customer journey.
Step 3 will focus on developing and then executing the plan for the sales team that will transition all aspects of process to create a top performing sales team. The first element of this step will be to establish a formula for hiring great sales people. The next element will be to establish a predictable sales training formula that is based upon understanding the buyer journey, understanding the sales process, the sales toolkit and how to use the qualifying matrix.
Step 4 will concentrate on managing sales from identification to closure that will include running a targeted sales campaign, stakeholder management and using metrics through the sales management closure to prioritise actions. Step 4 will also review how to motivate staff through compensation and contests and how to ensure that customer commitment matches your business needs. The last part of this step will be to look at the development process for sales leadership and why promoting from within is a cultural advantage.
Step 5 concentrates on developing opportunities and how to generate demand for your products and services. Using a hybrid process that looks at creating sales from inbound enquiries and traditional prospecting approaches. This step also covers how to convert inbound interest into revenue, the role of marketing and how to use a scoring matrix to prioritise opportunities across the sales team. This step also covers the detail of the ideal formulae to manage opportunities to closure
Step 6 covers the sales toolkit and how to use technology to sell better and faster. From a lead sourcing, sales prospecting, lead engagement and also efficient reporting viewpoints.
Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.
Our service mission is to work with owners and executives of companies of all sizes to increase and accelerate sales growth. Create a top performing sales engine that enables the business to increase sales reach across additional geographical markets, increase penetration across vertical markets of 300%+ and concentrates on enabling the business to make good decisions about pursuing the right opportunities that will close. Increases of Probability of Win (PWIN) from 15% to over 70% can be generated. The organisation will also have a developed strategy for sales that takes the company forward to the next level and aligns the whole organisation in terms of direction, challenges and strategic actions against a medium term timeline. Having an agreed sales strategy that accelerates sales also establishes the challenges for the sales team and enables planning and execution of a driven sales process and actions that delivers on the strategy. Alignment across the business in terms of the sales strategy also enables the operational teams of the business to be ready and enables the efficient handover of new sales and customers into the business. Sales acceleration also recognises that one of the key drivers of all businesses is improving efficiency and managing cost. The sales acceleration programme delivers value for money (VfM) through improving sales performance in a cost effective way that is measurable and recorded with metrics. Maximum reuse of the existing strategy, process, team and tools is delivered whilst making the changes necessary to deliver skyrocket growth in your business.
The following list represents the Key Service Objectives (KSO) for the Appleton Greene Sales Acceleration service.
- Strategy Development
This service objective concentrates on the generation of a robust, solid and practical sales strategy that delivers sales growth. This strategy will take into account the new ways that business-to-business (B2B) selling and buying is being done. Both from a perspective of new routes to market to ensure that prospective customers understand how your solutions help them build a better business and from the perspective of managing the multiple stakeholders that are now involved in any buying decision. The strategy will analyse the existing position and will include 1) Market – message fit. Is enough information known about the current market to build a solid messaging that will resonate? 2) Skills and capacity of existing sales team. Does the current sales organisation have the attitude and aptitude to take early leads and successfully launch the sales process? Do you have the skills to manage opportunities through to closure? Central to the development of the strategy will be a review of existing and new markets, existing and new vertical market segments, existing and new customers, competitors, service/ product roadmap, cost and price. In determining the future sales strategy of your business that will
accelerate sales, one of the main themes will be ensuring that your sales process and sales development strategy aligns with the way your prospective customers think. A final component to the strategy will be to develop the budget and resources plan for both the sales team and the sales toolkit so that a solid foundation can be built for future accelerated growth.
- Sales Development
Sales development creates a high performance sales engine that can generate a bigger pipeline of leads and opportunities, which is higher quality and will generate more revenue with more new customers. To develop the sales engine, a strategy to hiring new staff will be established that will include what capabilities you need to build inside your business and why. In addition a sales hiring formula and techniques will be created for your business and will be applied to build a great sales team. This will involve interview and selection techniques that will identify the traits of leading sales people and include role playing, scenario based interviews with challenges. The approach to training and development of the sales team will then be created. This will be based upon formal training and workshops that will ensure that each sales person understands: 1) the sales process that is in use, 2) learns how to use the qualifying matrix for leads and opportunities, 3) understands the buyer journey, and 4) understands how to use the sales toolkit. Delivered alongside this formal training, coaching will be provided to continue to drive the sales team to become high performing. At each stage in the sales development process, metrics will be recorded that will identify changes in sales performance and will provide feedback on performance and effectiveness of training and development. Sales development is a critical element to accelerating sales growth and is the most effective way to drive more leads, generate more prospects and generate a better pipeline.
- Value Proposition
At the centre of any sale are the value propositions that have been described throughout the sales cycle to the prospective customer. These value propositions must be relevant, meaningful and resonate at different levels and with different stakeholders within the customer’s community. What is important, in a competitive context, is a unique element to the value proposition as a Unique Selling Proposition (USP). How you solve the customer’s needs and what distinguishes you from the competition. It is more than a set of words and more than a set of marketing messages; it is the framework for how the business aligns its activities and output with its prospective customer needs, to deliver a compelling experience that can ultimately be monetized through an exchange of value. At the very beginning of the sales cycle, a suite of value propositions, starting with the central reason for the prospective customer to buy from your business will need to be created. The central value proposition will be followed by supplementary value propositions that cover the main aspects of the solution and match the key stakeholders in the prospective customers stakeholder community. Each value proposition needs to consist of the following: 1) headline – what is the end benefit that is being offered, 2) 2-3 sentence paragraph – a specific explanation of what you are offering, to who and why is it useful, 3) a list of the key benefits, 4) a picture or image reinforcing the main message. Creating robust value propositions is central to sales acceleration and will be used by the sales team to develop the proposal material.
- Sales Execution
A key element of sales acceleration is that the team can deliver on the ground, can move leads through a defined and measured sales management and closure process, can recognize when an opportunity will not close and drop it and can make compelling proposals, whether as part of a formal submission of a bid document, email or phone call. One of the key skills that will be taught as part of the sales acceleration process is how to engage with prospective customers and to ensure that they are fully fluent in prospect challenges, motivations and what makes sense to alter and change. Using buyer based messaging. The method and mode of communications will be different depending upon the business and the complexity of the solution and the approach that will be reviewed will be tailored to suit. However the key messaging will be the same: 1) Differentiation with messages unique to each prospect; 2) Speak directly to prospect customers concerns, priorities, drivers and levers; 3) Generate curiosity versus being like another sales person. A structured sales process must be created and used by the entire sales team. This will be developed from a set of standard phases and tailored to your business need. Two of the important parts of the process will be to: 1) to weed out leads and opportunities that will not close as early as possible; 2) have a rigorous reporting regime and be giving the rest of the business information on what is coming down the sales pipe and into delivery. The process will use metrics to measure performance of sales individuals, sales managers and sales teams. Constant feedback needs to be provided and improvements made to ensure that the sales function is always delivering at optimum performance. This tailored process will also cover the “sales heartbeat” that needs to be created across the sales team. Covered will be a common style and pace of lead and opportunity engagement. From an email, telephone and social media viewpoint. If the sales campaign is significant in size (and the opportunity large) then a specific programme of prospect engagement that includes meetings, conferences and strategic positioning will also be considered. Customer messaging must be created through a cross-functional team and discussions should take place with prospects and customers to ensure that the sales team are always talking to the right prospective team members and are targeting the right companies with the most effective messaging. One of the significant changes that has taken place is the drive towards inbound sales that are driven by the buyer. In this case a different approach is required as the prospective buyer is already interested in your solutions. More work is required before engaging so that a tailored response is provided and the deal closed quickly. Essential to the delivery of the sales acceleration process is: 1) consistency across the sales team of buyer messaging that resounds; 2) everyone operating at pace and with a sense of urgency; 3) clarity of reporting that uses metrics; 4) understanding priorities and delivering focus to ensure closure.
- Sales Leadership
The final element in sales acceleration is having great sales leadership. Specifically concentrating on day-to-day leadership, recognising good and bad characteristics, management of the team through metrics, ensuring that there is an appropriate toolkit and ensuring every team member is empowered and feels enabled. Key characteristics in great sales leaders include: 1) Can spot sales talent. Hiring good sales people will be a key challenge for the sales leadership and hiring for potential is no easy task and is a key skill; 2) Motivates through energy. Needs to be able to motivate the sales team every day! Not easy and will require endurance, a level head, good decision making skills and a practical approach to running the team; 3) being able to work and operate at the next level up; 4) being able to set reasonable targets and get the sales team to step up to achieve them. Developing a set of metrics that enable the business to understand the sales funnel is essential, as is understanding the various sales components and measuring these against each sales person. Gaining clarity in terms of priorities, short and long term planning, who is making the grade and who is not and what should be done are all important aspects of the sales leadership role. The last element of the sales acceleration process is making sure that the sales team have the appropriate tools to be successful as easily as possible. Each businesses toolkit will be different and will need to be established by the team using the following technique; 1) Conduct a thorough review of existing sales collateral; 2) understand the customers perspective through interviews and/or web survey; 3) conduct several half-day workshops across the sales team; 4) involve a cross section of other functions in the business; 5) use technology to make the sales management process more efficient. One of the key outputs of the toolkit workstream is that there is an easy to navigate map for each sales person to follow that represents best practice. Transitioning sales leads into the operational side of the business so that they can be delivered successfully is also a key part of the sales leadership role and a process will be reviewed and included as part of sales acceleration programme.
Diagnosys Middle East and India
Director responsible for business growth, sales and running the company across Asia and the Middle East. Built and trained a new sales organisation, implemented a new sales process, created a metrics base performance a review regime. Recast the sales strategy to target four new vertical markets. Established a relationship driven strategy and worked to develop new relationships with governments, partners and industrial prime contractors including BEL and HAL in India. Increased sales pipeline by 100% and created a robust set of metrics to be measured on a weekly basis for each lead. Introduced a standard approach to sales and created a standard suite of sales collateral. The result over 12 months was an increase to sales by 300% and probability of winning (PWIN) from 20% to 60%.
Leading UK Technology Company
Regional Director responsible for developing and implementing a regional business development strategy for an electronics and technology business across the Middle East and Africa. Delivery of communications, border control and security solutions. Created sales team and support infrastructure. Developed and implemented sales strategies for capture of $100M+ worth of business across the region including Saudi Arabia, Iraq, Jordan, UAE, Qatar, Bahrain, Oman, Egypt, Libya and Kuwait. As part of those sales strategies, established relationships with governments, partners and industrial prime contractors. Led negotiation teams to win business and developed regional delivery and operational strategies and plans including creating partnerships with local manufacturing companies and transferring technology.
Leading UK Leading UK Defence and Technology Company
Led an international sales team residing in the Middle East and UK. Responsible for running many new business campaigns and closed contracts, against international competition, worth over $700M. Customers included armed forces, ministries and police forces. Systems comprises technology, communications and software. As the sales leader he established the team value propositions, win strategies, conducted competitor analysis and established the price to win. Bid teams comprised over 50 staff. Led technical, management and commercial negotiation teams. Was also responsible as a director leading a 40 person sales team bidding a major $200M infrastructure equipment programme to an international customer. This was won in competition. Responsibilities included developing the team, campaign strategy, team direction, setting target prices & other high level objectives for the team. Led the negotiation and closure teams and conducted high-level customer liaison.
Leading European Technology Company
Director, based in Abu Dhabi, with responsibly in a new role for business development and sales across the Middle East. Concentrating on Saudi, Egypt, Oman, Kuwait, UAE and Qatar. Developed go-to-market (GTM) strategies for each market and where appropriate each vertical. Example vertical markets included: security, oil and gas, airports and transportation. Developed partnerships in each market and created from scratch a $250m sales funnel. Awarded over $50m of contracts. Portfolio of the company was technology and included a portfolio of solutions that included safe and smart city, critical asset protection (oil and gas, industry, electricity, water), border protection and transportation hubs including railways and airports.
Leading UK Technology Company
VP of a UK listed company with business growth and sales responsibility across the Middle East and Africa. Innovative suite of products and solutions that create safer communities and contribute to smart cities. Technologies include video solutions, facial recognition and analytics. Developed a go to market strategy for the business, established a sales team, created and nurtured strategic relationships and built a platform for sales across the Middle East, Africa and India. Including delivering a sophisticated trial solution in Saudi Arabia and being awarded a $ multi million contract. Delivered successfully a contract in Nigeria for pipeline security. Successful trials in Qatar, Dubai and Abu Dhabi.
More detailed achievements, references and testimonials are confidentially available to clients upon request.
This service is primarily available to the following industry sectors:
Governments across the Middle East that include Saudi Arabia, Iraq and the UAE have significant challenges at the moment, the vast majority of government expenditure is from oil revenues and for the past 3 years these have fallen sharply with the lower oil price. In addition, there is a large young population that needs to have jobs. Government institutions are looking to become more efficient, to streamline and reduce costs. This is driving governments to be innovative and expand and grow the industrial and economic base away from oil and at the same time to change the role of government departments and to move responsibility for operations across and into a combination of Public-Private Partnerships (PPP) and to create wholly government owned State Owned Enterprises (SOE). This drive increases the demand for external consultants to support the government’s transition from public to private, encourages international companies to invest locally and to generate real capability and jobs in the markets that they are serving and encourages local companies to expand. Sales performance for all companies that are looking to be involved and expand is becoming more important. Efficiencies in government are also being looked at and the implementation of technology, including Internet of Things (IoT) and Artificial Intelligence (AI) are being accelerated so that new services can be rolled out and costs reduced.
Information and Communications Technology (ICT) remains at the centre of any counties economy and is a key component of industrial growth and in the Middle East this is particularly relevant as industrial strategies that are being implemented will require the Telecommunications providers to deliver top quality telecommunications infrastructure, high performance and service. This is further complicated as across the Middle East the telecommunications companies are largely government owned and operate in a protected market. For example in the UAE, there are two ICT providers, Etisalat is owned by the Abu Dhabi rulers and Du is owned by the Dubai rulers. Although there are exceptions and Zain, the Kuwaiti owned telecommunications company operates in Saudi (as the third provider) is an example. In Saudi, it is Saudi Telecommunications Company, STC, that dominates with Mobily in second place. In Iraq, they are still building the infrastructure and are 10-15 years behind other telecommunication services in the region. Demand for services such as YouTube accessed from smart phones is very high, with Saudi having very high demands, particularly from its large young population.
Each of the telecommunications providers is under pressure to continue to offer highly competitive services, in the future the likely scenario is that the market will become more open and will allow other entrants. The existing protected companies are looking to develop services so that can remain relevant and competitive under that increasing pressure. There is a relationship between telecommunications infrastructure expenditure and the oil price. When the oil price dips, a lot of upgrade and new capacity projects are delayed. With the oil price increasing, the next few years will mean that investment in developing infrastructure and services will increase across the region. Iraq is in need of catching up and will be investing significantly in developing and building infrastructure so that the country can be serviced.
Utilities (electricity and water) are particularly important to be delivered efficiently across the region. Many large cities exist with multi-million populations and with temperatures rising to 45oC and above for many months of the year, air conditioning is essential and consumes a lot of electricity for industry, government and residential users. Water is of course also vital with temperatures at this level, there is minimal rain fall and must be distributed to assure water quality. Sewage and waste treatment is also important with high populations and temperatures. Many countries in the region have modern providers of these utilities that are government owned, Dubai is serviced by Dubai Electricity and Water (DEWA) that delivers a high quality service and produces drinking water for the 3 million residents through desalination plants based nearby in Jebel Ali and using sea water from the Arabian Gulf.
Each country in the region is looking to develop sustainable energy production from renewable sources. Given the level of solar radiation, solar is the preferred technology and the UAE, Saudi and Iraq governments are all funding the development and building of these systems. An example is Masdar City in Abu Dhabi. The utilities sector across the Middle East region will be further developed and significant expansion of water and electricity grids is in planning and being rolled out across UAE, Saudi and Iraq. This is being driven by the growth in population, the drive for increased industrialisation of the economy and need to modernise the infrastructure. Iraq is a special case as it has not been developing its utilities infrastructure and the war against ISIS has taken a heavy toll. Significant upgraded improvement is required. The region is also looking to turn to Nuclear power. The UAE has just finished building a Nuclear Power station in Barakah and plans are underway for Saudi to build several Nuclear power plants.
Oil & Gas
The oil and gas industry is the most important element to the region’s economy and the sale of these natural resources to the globe has funded all aspects of life in the region. Saudi has the largest oil reserves in the world and Iraq the second largest. Continued development of the oil and gas fields in the region, making operations more efficient to reduce costs and using modern technology to improve the competitiveness of oil and gas production in the region is a very high priority for all counties and in particular Saudi, UAE and Iraq. When oil and gas prices are low, economically the producers prefer to leave the resources in the ground to be sold at a higher price later, in addition there are likely production cuts (managed by OPEC) to look to decrease global reserves of oil and gas and to increase price. Both of these drivers are reasons why producers are looking to minimise costs and maximise efficiency.
The oil and gas producers in the region are also looking to expand their operations and manufacture petrochemical products locally and not just export the raw product. In Saudi, Aramco is investing in these technologies and using its resources in the east of Saudi near Dammam to build factories and plants. In Iraq, capacity remains low as the infrastructure is old and needs to be upgraded. Security concerns have also slowed progress. Improvements in both the south of the country in Basra and in the north of country, Kurdistan, are underway and will continue to accelerate.
There continues to be a large amount of construction of infrastructure (roads, schools, metros, rail), industrial, factories and housing across the region. Populations are increasing dramatically and with the focus on transforming economies from the existing reliance on oil this is driving more construction. In addition, UAE and Saudi both like to launch very large construction projects on a regular basis. As examples, a new city, King Abdullah Economic City was launched in 2016 on the west coast of Saudi, Neom has just been launched and will have a coastline of 486km. the UAE has the tallest building in the world, Burj Khalifa, has just finished constructing several world class museums including the Louvre Abu Dhabi, is just finishing the largest “eye” structure in the world and has built iconic structure such as the Palm Jumeirah and the World Island. In Riyadh they are just completing a massive metro project and have built several industrial and technology parks. In the UAE, preparations are being made for the world Expo2020.
This thirst for innovation, being first and creating new and exciting structures will continue. In addition, there are real challenges in the region with the population increasing dramatically that is driving the need for housing, schools and hospitals, the need to faster trade links that is pushing road and rail building and the creation of a broader economy is creating the need to build more industrial and technology parks. Iraq is a special case and lags 15 to 20 years behind Saudi and the UAE. Many buildings, roads, housing, towns have been destroyed and need to be replaced. Iraq also needs to catch up and invest in the economic and industrial infrastructure that will enable inward investment.
This service is primarily available within the following locations:
Dubai is a young city and has grown up over the last 30 years from a fishing port to become one of the leading cities in the world in terms of holiday makers, attractions, shopping and as a regional business and communications hub. With a population of 3million, the vast majority of which are expats, the city is vibrant and cosmopolitan. In terms of priorities looking forward, the city wants to build on its brand of travel (Emirates Airline), become a centre of innovation and technology and become the smartest city in the world. In addition the city wants to become a centre for the biotech industry and a centre of renewable energy. Dubai has very limited oil and gas reserves and revenue and therefore has concentrated on becoming a centre of business and trade through its advanced thinking in terms of business taxes, welcoming entrepreneurs, inward investment and creation of a framework of Free Trade Zones that supports companies from many different sectors work together. Dubai continues it drive for international expansion, bid and won the rights to hold Expo2020. Dubai is using this event to cement its position as a leading holiday and business destination in the world. Dubai is driving to build on its luxury hotel stock where it is the leader in the region and the world, leader in shopping malls where it owns one of the largest malls in the world, Dubai Mall. Position as having many world class attractions including the tallest building in the world, Burj Khalifa, the Palm (and Atlantis Hotel), Opera House, water parks, many miles of sandy beaches and very good sunshine. Dubai will continue to lead the region in communications and business and will become an even more attractive destination for internal trade, shopping and vacations.
Abu Dhabi UAE
Abu Dhabi is the capital of the UAE and has a population of 1.2million. It is the political centre of the UAE, is the centre of the Federal government and controls the Armed Forces, Ministry of Labor, Ministry of Finance, Ministry of Oil. It is the centre of all business with the UAE. Abu Dhabi is more conservative than Dubai and is less western and is recognised as having the seventh largest oil reserves in the world. Because of the oil wealth and its more conservative stance, Abu Dhabi has developed at a slower pace than Dubai and has concentrated on developing its oil reserves and generating income from its oil wealth as traditional oil led economy. The priorities for Abu Dhabi in the future include moving away from an oil based economy and significant progress has been made to establish world tourist attractions that include the first Louvre art gallery outside Paris, Ferrari World theme part that is attached to the F1 Abu Dhabi Grand Prix track. Abu Dhabi is also establishing itself as a leader in certain technologies and industries; this includes Masdar City that is sustainable and a leader in clean energy and innovation. Mubadala is a leading investment company in the world and invests in aerospace manufacture and maintenance, healthcare, information and communication technology, metals and mining, real estate and infrastructure, oil midstream, refining and petrochemicals, renewable energy, semiconductor manufacture, upstream oil and utilities. Abu Dhabi also has other areas of focus and has created a significant capability in film, TV and cartoon production with its twofour54 Studios.
Riyadh is the capital of Saudi Arabia and has a population of over 7million. Saudi Arabia is the largest economy in the Middle East has a GDP of $646Bn in 2016, represents 1.04% of the world economy and is in the G20. Riyadh is in the middle of a national transformation programme that is being led by the 32 year old Crown Prince, Mohammad Bin Salman. Riyadh is the business and economic centre of Saudi and international and local companies have their headquarters based there. (Saudi has an oil based economy and has its industrial base in the east in Dammam where the oil is located.) Riyadh is a busy city, has the main ministries and administrative centres and is a busy business hub. The major drive from the Government is to implement its strategic Vision 2030 which moves the country away from its reliance on oil revenues, builds a modern industrial base and creates jobs for Saudis. To kick start and make sure the foundations are created for delivery of this vision, a National Transformation Programme (NTP) (http://vision2030.gov.sa/en/ntp) has been established that delivers on interim targets by 2020. The NTP is an ambitious series of 543 initiatives launched across 24 government bodies with a budget of SAR296Bn. Included are for example growth in healthcare, transition to E-Government, agriculture production volumes, improvement in education levels and encouraging more Saudis to work in the private sector; These initiatives are very exciting for Saudi and Riyadh and will develop a new economic and industrial base over the next 10 to 15 years for one of the major countries in the world.
Baghdad is the capital of the Republic of Iraq and has a population of over 8 million. Baghdad is the political, business and manufacturing centre of Iraq and is emerging from over 10 years of war and strife. Before that Iraq suffered through many years of sanctions that stunted development and growth. Iraq is a major oil producing nation with proven reserves that put it in fifth place in the world, the expectation is though that because of under development, Iraq will be proved to have the second largest oil reserves in the world, after Saudi. A lot of the business conducted in Baghdad is therefore based upon oil revenues. Following the improvement in security in 2017, the government is pushing had on economic reform that will modernise the industrial base of the country, create jobs for Iraqis and increase trade through expert of manufactured goods. Several initiatives are underway including new hotels, hospitals, roads and well as a new communications network and a number of large housing projects and a development plan for Baghdad 2030 has been released. Another government initiative is to increase inward investment. This will enable acceleration of growth, development and transition of the economy. Baghdad remains a very friendly city, with strong roots in the family and spending time socialising in market squares and by the Tigris at weekends. Since the defeat of ISIS in 2017 security is improving significantly with several hotels downtown and the ability to travel across Baghdad to conduct business meetings in an almost normal manner.
London is one of the major cities in the world for conducting business. London has a population of 9million and is the capital of the United Kingdom, which has one of the largest economies in the world and is in the G7 group of countries. London is a vibrant and cosmopolitan city that is multi-cultural in outlook, has world class air routes through Heathrow, is the communications and transport centre of the UK. London is the home to one of the largest Stock Exchanges in the world (the LSE) with some 1.25 million trades a day in 2018. With the recent decision for the UK to leave the European Union, the status of London will be changing as trade links with both Europe and the rest of the world will be based upon the UK and not the European Union. Uncertainly as to the way ahead has slowed down the UK Economy but there are positive signs in terms of London and growth as the global economy continues to improve. Core markets that are being targeted by London, post Brexit, are US, France, Germany, China and India. London has a deliberate strategy to retain businesses post Brexit and will still be basing its strength, post Brexit, on its financial services and professional and business services, technology, transportation and wholesale trading and storage businesses. London is already accepted as being the major European powerhouse in terms of financial services and becoming regarded as the European capital for the technology sector and is a global leader in areas such as fin tech and smart cities.
This service’s current clients or employers include:
The Ultra Electronics Group manages a wide range of specialist capabilities, generating highly-differentiated solutions and products in the Defence & Aerospace, Security & Cyber, Transport and Energy markets. We meet customer needs by applying electronic and software technologies in demanding environments and meeting critical requirements. Ultra businesses innovate constantly to create solutions for customers – often through highly specialised, disruptive technological innovation – which are different from and better than those of the Group’s competitors. By applying these differentiated solutions to a wide range of international platforms and programmes, Ultra has built an exceptionally broad range of specialist capability areas. Where the Group has a number of complementary capabilities it can also combine these to offer wider solutions. Furthermore, the products, capabilities and the associated domain expertise uniquely position Ultra to be able to provide system and sub-system solutions. These solutions are underpinned by through-life management support offerings that ensure the capabilities are delivered and sustained in-service. The Group has an active programme of reinvestment of funds to strengthen its capabilities in its specialist markets. Ultra offers support to its customers through the design, delivery and support phases of a programme. Ultra’s businesses have a high degree of operational autonomy so that they provide exceptionally agile and responsive support to customers and partners normally associated with a smaller business. These benefits of customer focus and agility are augmented by the access to wider and complementary technology and expertise that lies elsewhere in the Group and by Ultra’s strong financial position. Ultra’s deep understanding of its specialist capability areas combined with knowledge of the customer environment is a key factor in delivering innovative solutions to meet customer needs.
Ultra Electronics – Click Here
We search for new ways to provide our customers with a competitive edge across the air, maritime, land and cyber domains. We employ a skilled workforce of 83,200 people in over 40 countries, and work closely with local partners to support economic development by transferring knowledge, skills and technology. Our strategy: Our vision is to be the premier international defence, aerospace and security company. Where we operate: 83,200 talented people make up BAE Systems in Australia, India, Saudi Arabia, UK and USA. How we work: Working responsibly matters a great deal to us. We aim to protect the safety of our employees, the environment and the communities where we operate. Learn more about how we work responsibly. Our people: Whether it’s our engineers, our project managers or our leadership teams, we have a diverse workforce offering a range of skills. Learn more about the people behind our business.
BAE Systems – Click Here
Who we are: Advanced Technical Solutions (ATS) welcomes you to a new fusion of technology products and services – a partnership designed to enhance your business performance levels and protect your assets. ATS sets the benchmark for telecom system integration, infrastructure, networks and communications solutions with our extensive experience, capabilities and technical know-how. We work with organisations across multiple industry sectors, and specialise in tailor-made telecom solutions for the oil & gas, defence and government sectors. Established in 2003, ATS started life as a specialised engineering procurement and construction telecom contractor, carrying out engineering design, materials and equipment procurement, and project construction. With almost 15 years of regional experience, development of impressive technology partnerships and client relationships, ATS is the industry leader combining outstanding products and technical expertise with customer-focused services. Our mission: To match our clients’ requirements with the optimal, best-fit solutions by leveraging technologies for added value with outstanding consultancy, implementation and long-term aftercare support. Vision: To ensure public and private sector organisations’ business and operational continuity, connectivity and security.
Diagnosys provides complete ATE and BTE solutions for the support and maintenance of high value electronic circuit Boards and modules including LRUs, LLRUs, PCBs, CCAs and assemblies in the Mass Transit, Defense & Industrial sectors. Whether testing, repairing, solving obsolescence issues or extending operational life of a PCB or electronic system, a comprehensive maintenance and support solution can be tailored to help you keep your electronic circuits working longer. Common workshop challenges. Most workshops supporting electronic systems with long in-service times will encounter the common issues of: Obsolescence of electronic components; Skills fade of the support team, whether in-house or third party; Dilution of skills and capability as organizations change or are acquired; Lengthy repair times and high costs; No Fault Found (NFF) returns; Beyond Economic Repair (BER) returns. Providing solutions and benefits: Diagnosys solutions help overcome these issues and in addition: Enables extension in working life of systems – keeping electronics working longer; Facilitates you in becoming more self-sufficient by helping to reduce reliance on a third party; Overcomes lack of information and test documentation through reverse engineering solutions; Provides in-depth test and accurate fault identification to help overcome NFF and BER scenarios; Shortens repair cycles through faster test and accurate fault identification; Helps reduce inventory in the repair loop by shorter times to repair; Overcomes skill fade and dilution of capability through capturing knowledge and know-how in innovative test programming solutions; Typical customers for our solutions. Diagnosys’ solutions are typically used in organizations supporting Mass Transit, Defense, and other Industrial sectors, or anyone requiring testing, support and maintenance of their high value electronic systems.
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Digital Barriers provides software solutions and cloud services to manage the capture, analysis and streaming of live video, enabling actionable intelligence to be delivered where it’s needed, when it’s needed. Digital Barriers is a world leader in edge-intelligent solutions for the global surveillance and security markets. The company is headquartered between the United Kingdom and United States, with regional operations covering Europe, the Middle East and Asia-Pacific. We provide software solutions and cloud services to manage the capture, analysis and streaming of live video, enabling actionable video intelligence to be delivered where it’s needed, when it’s needed. Our software-based solutions, supplied with highly-performant hardware where required, readily integrate with video management systems, cameras and sensors, and have been sold to flagship defence, security and law enforcement agencies in more than fifty countries around the world. We also resell through large commercial channel partners and on a licensed basis to leading technology companies and service providers. Digital Barriers established its reputation by providing integrated mission-critical surveillance and security solutions to some of the best known surveillance and security agencies in the world. We reinvented the art of the possible through the deployment of new, proprietary technology – our favourite customer references all contain the phrase “game changing”. Digital Barriers solutions are in use around the world every day keeping people safe, at the heart of national security operations and the fight against terrorism and serious and organised crime. We can deliver our software-based solutions as SDKs and licenses, on standard COTS hardware, or on bespoke hardware designed to meet the needs of the most demanding customers across defence, security and law enforcement. Our advanced software-based solutions include: Secure, zero-latency video over wireless networks, operating at lower bandwidths than any other available technology, making reliable, live video from vehicle deployments, body worn cameras, remote locations and wire-free smart city schemes a reality for the first time; Live facial recognition technology that operates cost-effectively on IP cameras, smartphones and body worn devices in real world environments where other systems fail, for monitoring secure or public spaces against watch lists or providing identity assurance applications; Government-accredited video analytic software deployed on cameras at the edge, or embedded within enterprise or cloud-based video management systems. Our software has now been licensed by some of the leading companies in the security industry. Our low-bandwidth solutions for covert, remote and wide-area installations, as well as vehicle and body-worn applications, have been sold into some of the world’s most hostile and demanding operational environments. Our advanced video content analysis and facial recognition can identify threats to life, safety concerns and illicit activity in real-time. We work with those government security, law enforcement and defence agencies responsible for combatting threats to life and our way of life, as well as with multi-national corporations and system integrators. Our solutions have been developed for specialist areas of security and defence, as well as the protection of high-profile locations such as borders, airports, military bases, transportation systems and natural resources. Our technologies are deployed on the front line, becoming central to the effectiveness of our customers, delivering materially enhanced or completely new capabilities unavailable until now. Our install base includes large safe city schemes around the world, where we enable wireless video streaming to significantly reduce operational and deployment cost, supplemented by embedded analytics. We supply video streaming integrated with onboard analytics to first responder agencies for deployment across fleets of vehicles or body worn devices. And we provide a fully integrated and proven ‘digital wall’ for the protection of borders, critical infrastructure and secure locations.
Digital Barriers – Click Here
- Sales growth
- Improved PWIN
- Higher profits
- Efficient sales
- Sales process
- Effective strategy
- Sales acceleration
- Sales execution
- Sales training
- Sales leadership
- Increased markets
- Increased verticals
- More countries
- Sales acceleration
- Business growth
- Greater globalization
- More business
- Higher sales
- Higher profits
- Efficient operations
- Inbound sales
- New process
- Sales growth
- More leads
- Efficient sales
- Tailored process
- Greater reach
- Accelerated sales
- More passthrough
- Sales toolkit
Monthly cost: USD $1,500.00
Time limit: 5 hours per month
Contract period: 12 months
Bronze service includes:
01. Email support
02. Telephone support
03. Questions & answers
04. Professional advice
05. Communication management
The Bronze Client Service (BCS) for Sales Acceleration provides clients with an entry level option and enables client contacts to become personally acquainted with Mr. Hassell over a sustainable period of time. We suggest that clients allocate up to a maximum of 5 Key Employees for this service. Your Key Employees can then contact the consultant via email, whenever they feel that they need specific advice or support in relation to the consultant’s specialist subject. The consultant will also be proactive about opening and maintaining communications with your Key Employees. Your Key Employees can list and number any questions that they would like to ask and they will then receive specific answers to each and every query that they may have. Your Key Employees can then retain these communications on file for future reference. General support inquiries will usually receive replies within 48 hours, but please allow a period of up to 10 business days during busy periods. The Bronze Client Service (BCS) enables your Key Employees to get to know their designated Appleton Greene consultant and to benefit from the consultant’s specialist skills, knowledge and experience.
Monthly cost: USD $3,000.00
Time limit: 10 hours per month
Contract period: 12 months
Bronze service plus
01. Research analysis
02. Management analysis
03. Performance analysis
04. Business process analysis
05. Training analysis
The Silver Client Service (SCS) for Sales Acceleration provides more time for research and development. If you require Mr. Hassell to undertake research on your behalf, or on behalf of your Key Employees, then this would understandably require more time and the Silver Client Service (SCS) accommodates this. For example, you may want your consultant to undertake some research into your management, performance, business, or training processes, with a view towards providing an independent analysis and recommendations for improvement. If any research and development, or business analysis is required, then the Silver Client Service (SCS) is for you.
Monthly cost: USD $4,500.00
Time limit: 15 hours per month
Contract period: 12 months
Bronze/Silver service plus
01. Management interviews
02. Evaluation and assessment
03. Performance improvement
04. Business process improvement
05. Management training
The Gold Client Service (GCS) for Sales Acceleration is intended for more detailed evaluation and assessment, that may require your Key Employees to have monthly meetings or interviews with Mr. Hassell. These meetings and interviews can be conducted over the telephone, Skype, or by video conference if required. The consultant can also attend your business premises, an Appleton Greene office, or another mutually beneficial location, but please note that clients are responsible for the costs of any disbursements separately, including travel and accommodation. This service enables you to integrate the specific skills, knowledge and experience of your designated consultant into your Key Employee management team. The Gold Client Service (GCS) can also incorporate training workshops, business presentations and external meetings with customers, suppliers, associations, or any other business-related stakeholders.
Monthly cost: USD $6,000.00
Time limit: 20 hours per month
Contract period: 12 months
Bronze/Silver/Gold service plus
01. Project planning
02. Project development
03. Project implementation
04. Project management
05. Project review
The Platinum Client Service (PCS) for Sales Acceleration is our flagship service and will be required if you need Mr. Hassell to facilitate the planning, development, implementation, management, or review of a particular project relating to his specialist subject, which would obviously require more time and dedication. This service enables you to reserve up to 12.5% of the consultant’s working month and provides a more hands-on service as and when required. If you need more time than this, then this can always be arranged, subject of course to the consultant’s ongoing availability. The benefit of having an external consultant involved in projects is they provide an independent perspective and are not influenced by internal politics, day-to-day responsibilities, or personal career interest. They provide objectivity, specific knowledge, skills and experience and will be entirely focused upon the tasks at hand. The Platinum Client Service (PCS) will provide your organization with a valuable resource as and when you need it.