Focus the sales effort where it can win.

Regional teams maintained their own prospect priorities. Their largest prospects, however, operated across markets.

Winning those accounts required a shared view of where to compete, how much to invest, and what each team needed to do. Without it, regional preferences and individual deal enthusiasm could spread attention across too many opportunities.

I led a five-person channel-strategy team and designed an approach that connected prospect selection to investment and execution.

We began by removing companies we could not serve directly, competitors, existing clients, and recent wins or losses that did not warrant immediate pursuit.

Then we evaluated the remaining prospects using regional intelligence, industry priorities, existing relationships elsewhere in the business, and evidence of strategic fit.

That process produced 25 priority global pursuits.

Each account received a global sales strategy. I coordinated investment decisions with sales leadership, finance, and regional stakeholders, including additional funding for signing incentives.

Biweekly reviews kept the agreed account-level actions visible and connected across regions.

The prioritized portfolio produced four wins in the first year and three more in the following year.

The first-year result fell short of the six-account goal. The additional wins showed that the portfolio continued producing results beyond that initial period.

The organization gained a common way to qualify opportunities, direct investment, coordinate action, and evaluate progress.

A large prospect list becomes commercially useful when the organization can make disciplined choices about where to compete and carry those choices through to execution.