Driving Sales Transformation Through Strategic Leadership and Process Optimization
How Leverage established dedicated sales leadership, structured commercial processes, and market engagement that supported more than $20 million in won business and $50 million in qualified pipeline.
$20M
new business won
$50M
qualified pipeline opportunity
Dedicated
Sales leadership
Strengthened
market position
Client
U.S.-based healthcare logistics provider
Sector
Healthcare logistics
Location
Memphis, TN
Scope
Commercial & Growth Strategy
Services
Sales organization transformation
Strong customer relationships, without a scalable sales model
A U.S.-based healthcare logistics provider had built its reputation through reliable service and long-standing customer relationships. But growth remained largely reactive and relationship-driven, without a unified sales strategy, dedicated leadership, or a consistent way to develop new opportunities.
As the company pursued further growth, it needed greater commercial accountability, stronger tools, and more coordinated market outreach. Leverage was engaged to assess the sales function, establish a practical transformation roadmap, and work alongside leadership to put it into action.
What stood in the way, and what we were asked to deliver.
What stood in the way
-
Reactive business development
Sales depended heavily on existing relationships rather than a defined growth strategy and repeatable pipeline-generation process. -
Limited sales ownership
The absence of dedicated sales leadership and clear roles weakened accountability and performance management. -
Fragmented data and tools
Without a CRM or centralized customer information, opportunity tracking and coordination were inconsistent. -
Inconsistent commercial messaging
Sales materials, value propositions, and marketing activity were not sufficiently aligned to support consistent prospect engagement.
What we were asked to deliver
-
Establish dedicated sales leadership
Define sales leadership and ownership to build a team focused on new business. -
Create a repeatable sales process
Establish regular pipeline reviews and accountability for advancing opportunities. -
Strengthen commercial tools and positioning
Provide consistent sales materials and assess CRM tools to improve customer engagement. -
Expand qualified business development
Align sales, marketing, and industry outreach to generate qualified opportunities.
Building the structure for sustained commercial growth.
Leverage assessed the existing sales function, then combined leadership development, operating discipline, sales enablement, and industry engagement to put a stronger commercial model in place.
Sales leadership and team development
Supported recruitment of an experienced sales leader as the provider added two full-time sales professionals to strengthen business development coverage. Established clearer roles and accountability for managing opportunities and advancing growth priorities.
Sales process and performance management
Introduced weekly sales reviews to assess priority opportunities, track progress, and address barriers. Created a more disciplined rhythm for opportunity management, leadership visibility, and team coordination.
Sales tools, positioning, and CRM evaluation
Developed sales sheets, presentations, proposals, and customer-centered messaging around the provider’s integrated logistics capabilities. Evaluated CRM platforms to support centralized customer information and better pipeline visibility.
Sales-marketing alignment and industry outreach
Connected sales and marketing efforts around campaigns, consistent messaging, and lead generation. Activated industry relationships and coordinated sponsorships for two healthcare logistics conferences to expand introductions and market visibility.
Leverage transformed a reactive, relationship-driven sales approach into a more disciplined commercial operation, pairing dedicated leadership and stronger sales routines with targeted market engagement.
What the client got.
More than $20 million in business won
The commercial transformation and related market outreach contributed to more than $20 million in won business. This represented secured business rather than potential opportunities.
$50 million in qualified pipeline
An additional $50 million in qualified sales opportunities expanded the base for future business development. These pipeline opportunities were distinct from business already won.
Dedicated sales leadership and accountability
An experienced sales leader and two additional sales professionals strengthened coverage and ownership. Weekly opportunity reviews brought greater discipline to pipeline management and performance discussions.
Stronger market positioning and sales alignment
Customer-centered sales materials and closer sales-marketing collaboration made the commercial story more consistent. Industry networking and two major conference activations expanded introductions, engagement, and visibility.
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