Senior Sales Leader · Management & Senior Executive
Change and project management in sales
Change is an ongoing leadership responsibility. In a permanent management position, I develop the sales organisation and embed new processes in daily operations. My PRINCE2 and SCRUM certifications support structured execution with clear responsibilities and milestones.
Typical change initiatives
- Realigning the sales organisation after market shifts or acquisitions.
- Introducing a new sales process or CRM-based steering.
- Building a key account or partner structure.
- Market entry or regionalisation of sales.
- Integrating sales teams after mergers.
Methodology: PRINCE2 and SCRUM
PRINCE2 gives change projects a reliable framework: clear goals, roles, milestones, risk and quality control. SCRUM adds pace and learning loops where requirements still have to emerge. How much of each I use I decide pragmatically for the organisation’s starting point – methodology should help, not slow you down.
In addition I draw on practical knowledge from ITIL and DevOps when sales and technical teams have to work together more closely.
My responsibility as a leader
- A clear target picture and a robust project plan.
- Transparency on progress, risks and decisions needed.
- Involvement of those affected, so change is supported and not just ordered.
- Continuous improvement that anchors the result in daily work.
Case study: International project leadership – from contract award to commissioning
For an international industrial group, I supported a brownfield project as project manager with an investment value of approximately six million US dollars. The project spanned around ten months from contract award to commissioning.
Decision-making responsibility was shared between corporate headquarters and the production site. Strategic decisions were made at board level, while operational and technical matters were handled by local management and technical decision-makers. I led communication between these levels and ensured that requirements, decisions and open issues were brought together clearly for everyone involved.
My responsibilities included quality acceptance of the machines delivered by the manufacturer, coordination of installation and the associated documentation, and coordination of final acceptance with the end customer or user.
Project coordination did not depend on my continuous presence at the site. My place of residence and work and the project site were on different continents. Clear responsibilities, reliable communication channels and structured coordination with the people on site were therefore particularly important.
The project brings together key aspects of my leadership experience: communication between engineering, management and the board, coordination of suppliers and implementation partners, and responsibility for quality, installation and acceptance across borders.
Leading stakeholders across cultures and borders
As Project Director, I combined sales responsibility with the coordination of international investment projects. I led communication between customer management, technical decision-makers and executives responsible for financing, while coordinating suppliers and liaising with engineering.
Maintaining momentum when delays arise
Customs clearance delayed the planned commissioning of an international machinery order with a seven-figure investment value. I coordinated the technical and commercial stakeholders and engaged additional personnel to recover some of the lost time. The customer covered the extra costs, and the machinery was installed and commissioned later than planned.
Frequently asked questions
Do I really need PRINCE2 for sales projects?
Not always. For larger changes with several parties and risks, a structured framework creates clarity. For smaller initiatives a lean plan is often enough.
How long does a realignment take?
It depends on scope and starting point. As a leader, I define goals, milestones and a realistic timeframe with management and the team. Continuous improvement remains part of my ongoing responsibility.
How do you handle resistance in the team?
Through early involvement, open communication and visible milestone results. Change succeeds when those affected understand the benefit.
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