Delivering Management

Excellence Portfolio
Steven Nicholson
February 2015

My Portfolio Journey

RBI Concept - 70% Experience, 20% Exposure, 10% Learning

Fundamental focus on learning through doing

Practical examples demonstrated to bring content and learning

to life

Initial Expectations

What did I Learn? What and how will I implement these key
learns moving forward?

Journey based on how I have ranked my strengths within each

DME stream

Managing
Managing
Managing
Managing

Careers
Performance
Customers & Business
Self

My Learning Objectives

To successfully raise my profile within the wider RBI business,

particularly within global data services, in order to be
considered for future career progression post March 2015

Building on my development initiatives that are currently

under way, to successfully adopt more business strategic
elements into my role, paying particular attention to analysis
and decision-making, reporting back each QTR throughout
2014 to my Sales Director and Managing Director

To graduate from the DME program through successfully

completing and presenting my finished portfolio to my peer
group

Managing Careers

Using RBI talent tools

Big advocate of the CDP.

Quarterly objectives and
reviews
Three key promotions in
2014 (Tom, Winnie and
Charlie as strong legacy
examples)
Continue to focus on
developing top talent in
2015 as well as succession
planning mine and other key
roles in order to effectively
manage the talent pipeline
Example from B2 pre-work.
Challenging key
development conversation
with Ben Rose

Connecting careers with

business planning

One key promotion into a

Team Leader position, inline
with forward planning for
2015

High Potential vs. High

Performance

Acutely aware of teams high

performers (Baker) and those
who have potential to deliver
but are not there yet
Making tough decisions Consider the Sunk Cost Biased
theory (Davies probation)

Matching team capability

to the business need

Various examples
demonstrated here over
2015, Sophie transfer to CG,
Eleanor transfer to US, Steph
transfer to Inbound, Ben
secondment to CG - all
moves that helped build
individual careers as well as
addressing the specific needs
of the business at the time

Managing Performance

Business Strategy
Connection

My role links directly into the

core business strategy for
2014/2015.
Win/Retain/Grow

Secure more new business

within the +500 FTE bracket,
improve net customer
number YoY, reduce attrition
within the sub-250 FTE
bracket, increase upsell on
existing customer base
through team licence, quadplays
(Legal/Benchmarking/Interna
Adapting
to sustain
tional/Surveys) and in-house

individual business
performance

Coaching style and technique

dependent on individual
GROW/3-2-1

How do I manage
performance and how do I
performance manage?

Rigorous process see

example of a Jan 15 PIP
Disciplinary reviews are fair,
effective and always led
around corrective measures
Constant effective
performance communication

Team Dynamics,
Accountability and
Empowerment

2014 Q3, blended NB/CG

seating plan together to create
more fluid best practice sharing
Empower people to be creative
and innovative through a
coaching style that always
encourages individuals to think
for themselves

Managing Self

Importance of selfdriven development

Realisation that effective

leaders will be well read
DME webinars gave a
hunger and thirst to learn
more
Hall & Fischer: The effects
of poor decision-making

Knowledge sharing & the RBI

Competency Framework

Provoking thought and

insight?

CF used in all career development

plans, with each XHR role being
mapped to individual competencies
throughout 2014/15
Mid-year reviews set as a firm
expectation for both reporting
manager lines
Set clear expectations of what needs
demonstrating in order to meet
expectations
How you can push yourself up to
higher levels

Feed down into my directreporting lines

Send articles, blogs, case
studies to encourage selfdevelopment in others

What difference do I make?

Positive feedback from team

members
High individual EOS scores
Strong recommendations on
LinkedIN

17,666,000
Core: 16,391,000
Sal: 1,275,000
Core
12,547,000 12,650,000

13,698,000

Sal

15,200,000
991,000

924,000

996,000

1,165,000

Win

New Business MAT By Team

716,773
630,679
Inbou
nd
NB
CG
Field

208,224
161,354

Win
MARKET TOTAL

MARKET SHARE

Addressable Market Number of FTEs

100+ EMPLOYEES:
34,757

1,000
+

500999

250499

100249

3,198

3,610

7,787

20,162
Addressable
Market

Customer: 1,124
Share: 35%
NB AOV 5,071
Renewal 85%
(83%)
Customer: 689
Share: 20%
NB AOV 3,410
Renewal 81%
(82%)
Customer: 797
Share: 10%
NB AOV 2,496
Renewal 82%
(83%)
Customer: 2,306
Share: 11%
NB AOV 1,645
Renewal 81%
(79%)

Retain
2014 Won/Lost/Net 2013 Won/Lost/Net 2012 Won/Lost/Net
1,075

748

916
695

804
679

-109
Won

Lost

Net

Won

Lost

Net

Won

Lost

Net

-237
-327

2014
% of Losses Replaced by Quarter

88%89%92%
84%
78%
77%
76%73%
72%
65%
63%67%

Grow
Over 100
conversions at
25%+
TLs renew at
10% vs PPU at
4%

91% retention

Managing Performance

Growing skills and confidence

12

Managing Performance
Adapting to sustain individual and business performance
Business strategy connection Impact on performance
through change
Team dynamics, accountability and empowerment
Effective performance communication Goals metrics and
consequence
Managing across geography and culture

13

Managing Performance
Adapting to sustain individual and business performance
Business strategy connection Impact on performance
through change
Team dynamics, accountability and empowerment
Effective performance communication Goals metrics and
consequence
Managing across geography and culture

14

Managing Performance
Adapting to sustain individual and business performance
Business strategy connection Impact on performance
through change
Team dynamics, accountability and empowerment
Effective performance communication Goals metrics and
consequence
Managing across geography and culture

15

Managing Performance
Adapting to sustain individual and business performance
Business strategy connection Impact on performance
through change
Team dynamics, accountability and empowerment
Effective performance communication Goals metrics and
consequence
Managing across geography and culture

16

Vertical New Business Revenue comparisons - YoY

2012
2013
2014

17

Revenue vs. Orders three year comparison

Revenue vs. Orders - 2014
118
72
1 11 9

68

40

9 16 6

74

60
18 25

24 21

56

31

10

16 12

27

Revenue
Orders

Revenue vs. Orders - 2013

113

Revenue

69
52

43

15 17

10

17 13
3

60

16

59

17

Revenue vs. Orders - 2012

81

22 21
8

22

21
1

10

61

56
43

33

74

73
54

39

36

27

21

Orders

28

Revenue

46

Orders

37

21

26

18
4

18

Positive variance comparison YoY

Top 5 +ve variances (2014 vs. FY2013)

38,036

Finance & insurance

82,031

34,100

Manuafacturing
Legal & consultancy services

Transport, distribution & storage

Retail & wholesale
62,021

64,951

Top 5 +ve variances (FY2013 vs. FY2012)

21,739
42,772
24,024

Legal & consultancy services

NHS/public healthcare
Real estate/property
Retail & wholesale

36,675

42,661

Local authority/councils

Finance tops the +ve

variance rankings for 2014
vs. FY2013
Only Retail remains in the
top five +ve variances
between both years
Combined +ve variance
between 2014 vs. FY2013
of 363,170
Combined +ve variance
between FY2013 vs.
FY2012 of 167,871
Represents an increase of
216% between
FY2013/FY2012 vs.
2014/FY2013
Finance, Manufacturing and
Retail are currently held by
the two top sales
performers over 2014

19

Negative variance comparison YoY

Top 5 -ve variances (2014 vs. FY2013)
NHS/public healthcare

30,068

Transport, distribution &

storage

55,730

Local authority/councils
31,335

Other
Charity/not for profit
35,524

34,460

Top 5 -ve variances (FY2013 vs. FY2012)

17,313
17,579

Other
68,270

Finance & insurance

Housing
Hospitality, hotels & catering

35,131

Education - public
63,265

NHS/public healthcare
tops the -ve variance
rankings for 2014 vs.
FY2013
Other than Other, no
vertical remains in both
variances YoY
Combined -ve variance
between 2014 vs. 2013
of 187,117
Combined -ve variance
between 2013 vs. 2012
of 201,558
A combined decrease of
of 7% between
2014/FY2013 vs.
FY2013/2012
NHS/public healthcare
and Local Authorities
expected to be in the

20

Top five new business verticals 14/13/12

5 highest NB verticals 2014 (by revenue) Legal & Consultancy
Services tops top five
226,779
199,741
rankings two years in a row,
175,075
152,220
up 38% from from 2013 to
130,043
2014
Legal, Finance, Retail and IT
appear in the top five
5 highest NB verticals 2013 (by revenue)
rankings for all three years
and for 2014 have all
164,758
already exceeded their
118,539
117,710
114,184
113,820
respective FY2013
performances
Manufacturing is the new
entry in third spot in 2014,
5 highest NB verticals 2012 (by revenue)
with 175,075 closed
enough to hit first place in
180,975
2013
128,196
127,643
126,132
121,986
2014 combined - 883,858
2013 combined - 629,011
2012 combined - 684,932
41% increase from top five

21

Closed lost renewal (including upsell) revenue - sub 500 YoY

Vertical

Agriculture, forestry &

fishing
Arts, entertainment &
leisure
Central government &
defence
Charity/not for profit
Chemicals &
pharmaceuticals
Construction & civil
engineering
Education - private
Education - public
Emergency services
Energy, water supply &
utilities
Engineering
Finance & insurance
Hospitality, hotels &
catering
Housing
IT & communication
Legal & consultancy
services
Local authority/councils
Manufacturing
Media, events &
publishing
Mining & quarrying
NHS/public healthcare
Other
Private healthcare
Real estate/property
Retail & wholesale
Transport, distribution &
storage

Closed Lost Renewal (including upsell) Revenue - sub 500 FTE

FY2012
Orders
FY2013
Orders
2014
Orders
3 Year Total
4,985

4,985

3,930

11,673

17,458

15

33,061

8,926
86,700

4
68

13,675
58,299

5
48

12,610
85,984

7
73

35,211
230,983

31,635

16

22,277

15

33,001

14

86,913

15,275
0
44,971
1,800

6
0
28
1

35,939
0
77,744
7,085

16
0
28
1

35,741
1,750
43,328
0

20
1
29
0

86,955
166,043
8,885
8,885

32,673
17,576
83,952

15
10
36

31,602
20,310
92,333

17
11
36

21,801
16,819
78,782

9
10
41

86,076
54,705
255,067

12,255
28,345
88,663

8
13
46

7,773
16,013
98,871

6
13
38

24,597
16,426
69,633

11
13
40

44,625
60,784
257,167

58,904
7,289
63,541

35
5
28

114,757 58
7,013
7
74,864 35

82,137
3,637
88,240

62
8
49

255,798
226,645
120,681

31,708
575
9,270
338,560
0
1,730
61,377

20
1
4
169
0
1
27

43,636
3,990
14,423
156,928
2,730
0
23,783

23
1
6
87
1
0
13

45,337
0
7,093
23,927
3,501
11,443
58,157

28
0
4
12
3
6
27

120,681
4,565
30,786
519,415
6,231
13,173
143,317

28,788

14

21,109

11

34,630

17

84,527

Totals

1,063,42
8
559
FY2012

956,827 482
FY2013

816,032 499
FY2014

2,946,164
3 Year Total

Decrease YoY in
vertical renewals
closed lost. A
decrease of 11.1% in
FY2013 vs. FY2012
compared to a
decrease of 17.2% in
2014 vs. FY2013
Whilst FY2013 saw a
decrease in account
lost vs. FY2012,
more accounts were
lost in 2014 (499)
than FY2013 (482)
Excluding other
Legal & Consultancy
remains the two
highest closed lost
verticals (by
account) over
FY2013/2014

22

Vertical Closed Lost Renewal Comparisons 13/14 (sub 500fte)

2013
2014

23

Closed lost renewal/upsell verticals (sub 500fte)

Top 5 closed lost verticals - 2014 (by revenue)
58,157
88,240

Manufacturing
Charity/not for profit
Legal & consultancy
services

78,782

Finance & insurance

85,984

Retail & wholesale

82,137

Top 5 closed lost verticals - 2013 (by revenue)

74,864
156,928
77,744

Other
Legal & consultancy
services
Finance & insurance
Education - public
Manufacturing

92,333
114,757

Top 5 closed lost verticals - 2012 (by revenue)

63,541

Other
IT & communication

83,952

86,700

Charity/not for profit

338,560

88,663

Finance & insurance

Manufacturing

Whilst Manufacturing
remains the new entry in the
top five for NB won in 2014,
its also the highest vertical
loss in 2014 and remains the
only vertical in the top five
ranking for all three years
Top five losses in 2014
dropped 31.3% to 393,300
from 516,626 in 2013
Highest closed lost vertical
in 2014 lost 88,240 vs.
114,757 in 2013 (excluding
other), a decrease of 30%
2014 closed lost AOV down
21.4%
from
YoY
Closed
Lost2013
renewals AOV
1,902

1,985

1,635

2012
2013
2014

24

Closed won renewal (including upsell) revenue - sub 500 YoY

Vertical

Agriculture, forestry &

fishing
Arts, entertainment &
leisure
Central government &
defense

Closed Won Renewal (including upsell) Revenue - sub 500 FTE

3 Year
FY2012 Orders
FY2013 Orders
2014
Orders
Total
21,345 9

28,571 11

39,093 14

89,009

103,506 51

93,617 45

86,617 37

283,740

113,541 40

131,541 42

123,129 35

Charity/not for profit

Chemicals &
pharmaceuticals
Construction & civil
engineering

495,816 287

609,493 313

637,539 308

368,211
1,742,84
8

274,885 117

288,652 112

284,049 101

847,586

174,423 86

169,968 82

153,214 67

Education - private
Education - public
Emergency services
Energy, water supply &
utilities
Engineering

7,161
4
294,925 152
27,390 8

9,645
5
368,706 171
10,219 6

19,086 6
369,343 156
22,405 6

497,605
1,032,97
4
60,014
60,014

153,062 73
81,720 38

155,704 69
73,384 32

169,814 69
85,390 35

Finance & insurance

Hospitality, hotels &
catering

644,963 276

737,972 288

812,522 286

71,274 35

117,742 52

124,004 50

Housing

297,832 127

353,164 138

411,835 149

IT & communication
Legal & consultancy
services

459,561 206

527,380 213

533,378 218

653,062 324

758,832 325

835,176 361

Local authority/councils
Manufacturing
Media, events &
publishing
Mining & quarrying
NHS/public healthcare
Other
Private healthcare
Real estate/property

107,349 66
587,649 270

154,930 95
656,614 279

185,966 91
671,862 217

313,020
1,062,83
1
1,520,31
9
2,247,07
0
1,916,12
5
770,520

228,180
16,685
59,094
293,556
55,610
25,175

274,875
15,558
66,470
100,403
66,995
30,292

267,465
16,265
98,148
7,118
71,460
39,371

770,520
48,508
223,712
401,077
194,065
94,838

110
4
25
141
27
9

119
5
26
44
32
10

114
4
36
5
30
14

478,580
240,494
2,195,45
7

Renewal/Upsell
revenues up YoY
Increase between
2014 and FY2013
currently at 5.2%
compared to the
10.5% increase
from FY2012 to
FY2013.
Further
improvements
still needed on
vertical work
plans already in
place for 2015 for
newly shaped CG
team

25

Vertical Closed Won Renewal Comparisons 13/14 (sub 500)

2013
2014

26

Net Balance (NB Won vs. Lost Renewals) & No Mar 2012 to Oct 2014

11
5

3
0
-6

-10

-12
-16
-25

-16

-15

-15-16

-13

-15-14-15-15
-18

-23

-24
-27
-29

-32
-35

-36

-38

-36

-16-17

-18

Won
vs
Lost

Net
Won
/Los
t

-58

27

Attrition (customers)
Net attrition (customer)
reduced by 244% in 2014
(Jan-Oct) vs. FY2013
2014 has so far seen three
months of a net positive
customer number (Feb: 3,
May: 11, Sep: 5). Whereas
2013/2012 had no month
deliver a positive net
customer number
YTD losses replaced at 86%
vs. 2013 at 74% and 2012
at 70%
% of customers replaced:
Last 3 months: 94%
Last 6 months: 92%
Last 12 months: 82%

28

Attrition (revenue)
% of Losses Replaced YTD vs. 2013/2012
92%

88%
73%

72%

85%

78%

Net Balance - NB vs. Lost Renewals (By Quarter)

18,471
-26,573
-108,771
-168,519

FY2012 net loss of

599,763
FY2013 net loss of
541,462
2014 net loss of 365,056,
currently 48.3% less than
the FY2013 revenue
number and 64.2% less
than the 2012 revenue
number

-51,317
-54,890

-112,363
-136,869

-115,152
-143,698

-265,657
-340,943

29