Client industry:
IT Services & Consulting

Employee Size:
Approx. 10,000

Coachee Situation

A sales manager at BMC, a leading IT services organization, was preparing for a high-stakes customer conversation that could influence a major deal. While experienced, he had never approached customer preparation with the strategic depth required at such a critical point of engagement. He needed to strengthen his confidence, sharpen his insights, and bring greater alignment between his preparation and the customer’s expectations.

Coaching Engagement

The intervention was part of a differentiated offering called “Coaching at the Crucial Interface”—a unique methodology where coaching is conducted in the presence of the sales manager’s peers, leaders, and, in some cases, even the customer. Unlike traditional 1:1 coaching, this approach encourages collective learning, real-time feedback, and accountability.

The sales manager underwent intensive preparation:

• He worked with the coaching team to map customer insights, data points, and opportunity narratives.
• Role-plays were conducted ahead of the customer interaction to simulate possible scenarios.
• The coaching took place in a group setting, allowing both peer learning and leadership observation.

This collective setup required vulnerability and maturity from all participants—and BMC,being a forward-looking organization, embraced it fully.

Coachee Results

Post-intervention, the sales manager reported a substantial improvement in his confidence and strategic clarity. He was able to double the size of the deal after applying the techniques and insights gained during the coaching engagement. In his words, the session enabled him to “show up at a different level of preparedness and conviction” during the customer meeting.