Advisory
Sales-force structure, territories and portfolio allocation, for banking and insurance networks
Context
A sales team rarely underperforms for lack of individual skill. The problem is more often structural: a territory split inherited from another era, portfolios sized wrong, a sales force built for a market that has moved on. This reading comes from having run a commercial organisation spread across several countries at Banque Populaire — not from a consulting firm.
What we address
Territory splits, portfolio size and account allocation between sales staff, including for teams spread across several countries.
Overlapping zones, vacant territories, workload poorly balanced between sales staff.
Diagnosing the structural causes, before the problem is pinned on training or on individuals.
What the current structure actually produces, where it came from, and what a reorganisation needs to fix first.
How we work
Advisory engagements are carried out by Anthony Belghiti, with no intermediate layer: the person who scopes the work is the person who does it and the person who presents it to the executive committee.
Scope is deliberately bounded to what can be delivered at that standard. Beyond it, an engagement is resized or declined rather than subcontracted. Scope, deliverables and timeline are fixed during scoping, before any commercial proposal.
Every engagement starts with a no-commitment scoping conversation: perimeter, deliverables, timeline and team composition.