Two engagements. Two continents. Measured, documented, and still running.
500 professionals. 4 continents. A methodology that outlasted every other training initiative the organisation had tried.
It started with one pilot in Singapore.
IDC Asia Pacific brought Robert in to address a problem every regional VP Sales recognises: a pipeline that looked plausible on paper but couldn’t be trusted in a forecast call. The reps knew what to say. The managers weren’t holding the standard.
The Singapore pilot worked. Not because the reps were trained — but because the managers were equipped to hold the standard after Robert left. That distinction is why the engagement didn’t stop at one market.
Success in Singapore led to Australia and China. Then Malaysia and India. Then the methodology crossed into North America — Silicon Valley and the Boston corridor — delivered by IDC’s own regional team. Multiple VPs and SVPs engaged throughout. IDC’s Salesforce team embedded the methodology directly into their CRM workflows, driving adoption from 30% to 100%.
What began as one pilot in 2012 is still running. Bookings growth of 15%. A pipeline standard that has survived four continents, multiple leadership changes, and every competing training initiative the organisation considered in between.
That is not a training result. That is a system result.
Full deployment from the first conversation — no pilot, no phased rollout. The methodology that underpinned the Telstra integration.
Most organisations pilot first. Pacnet didn’t.
Cardi Prinzi, VP Sales at Pacnet, brought Robert in across all six markets simultaneously — Hong Kong, Singapore, Australia, Japan, South Korea, and Berkeley, California. 125 salespeople. One pipeline standard. Deployed from day one.
The brief was straightforward: build a single, consistent methodology across a geographically dispersed sales force operating in markets with very different selling cultures. The kind of brief that sounds manageable until you’re in the room in Tokyo the week after Singapore.
Robert delivered it. The confirmed next steps methodology was embedded across every market. Managers held the standard. The pipeline became something leadership could actually forecast from.
When Telstra acquired Pacnet, the sales methodology Robert had installed was the foundation for the integration. The system didn’t need rebuilding — it already worked in every market Telstra inherited.
That is what it looks like when you build the manager layer correctly before a transaction closes.
It starts with a 30-minute conversation. No pitch. Both sides decide if there’s a fit.
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