Gilbane wanted to transform the company from an Operations and Engineering minded culture to a Sales culture, where everybody sells. Everyone engaging customers needed to always be selling. DSG helped Gilbane achieve this big cultural change.
I remember the first I talked to Bill Gilbane. Bill's the president of the company, and he told me, "We're not looking for Dale Carnegie training. We're transforming our company from an Operations and Engineering minded culture to a sales culture, a culture where everybody sells. Everyone who's engaging customers is always selling. That's the culture that we're trying to build."
We needed to get our operational people comfortable that sales was part of their role, that they were going to be held accountable for it, and that they would need certain skill sets to be able to converse, talk, and show an owner where they could add value.
The handoff in transition from sales to operations needed to be smoother, and we wanted our doer-sellers to take ownership of that sales process. To incorporate that, that was a cultural change within the company, and that was the big idea that we needed DSG to help us with.
We basically were engaged to transform them from operational people who had to sell into operational people who, in the definition, a doer-seller is one who is a builder of businesses, of facilities, and relationships.
The big change for them was that, in the past, BD was responsible for finding business, and the doer-sellers, as they call them, were responsible for building the buildings. What they were really trying to do was to get these two teams to work together more effectively towards one role, which was building businesses and relationships over a period of time so that, in the end, Gilbane could grow.