We started defining the key objectives and ‘change vehicles’ which would drive the transformation. I developed a transformational concept that included the development of people, culture, and organisation. This accommodated the aim to create a fundamentally strong and modern sales approach. Meaning that the workforce is working more effectively and adding true (personalised) value for their clients, that the internal sales processes and technology systems are supportive and enable a data-driven organisation. The ongoing duration of this transformation lasted a year where I have developed and executed a diversity of team interventions, learning programs, management coaching, and co-creation sessions. The change is driven through close collaboration with the managers and by a selected group of leading account manager, followed by the next group which comprehends the implementation strategy.