Shapecast job advert

Sales Development Representative

Sales Development Representative

London SE1
Salary : £25k - 35k basic. £40k+ OTE (uncapped)
Role Description

Shapecast are an independent business strategy and IT transformation firm, helping clients to simplify their organisations and systems, reduce costs and build capacity for the future.

Shapecast have developed a unique data-driven transformation methodology called Transformation Science™ that take global FTSE 100 to 500 companies through complex organisational change in a way which is faster and more effective than traditional consulting routes.

Over the course of the last seven years we have developed an existing methodology that we’ve used to help major organisations drive change. Our difference has been the highly detailed and data-driven way we go about change.

This role is a new role to the business to help drive our exciting new range of analytics products in to the market. We firmly believe there is nothing quite like our products out there and this represents a huge opportunity for growth. 

Role Objective

The objective of this role is to help generate a strong pipeline of potential customers that are excited and interested in our products and services.

Role Activities
  • Research on target market and companies
  • Email/LinkedIn marketing – running email marketing campaigns using our CRM tool
  • Following up emails with direct telephone contact
  • Explaining our services and listening to the client situation
  • Arranging follow up appointments for Directors
  • Tracking, managing and driving the sales funnel.
Required Experience

Must have

  • Significant (5 years +) telesales/digital market/appointment setting experience
  • IT and ideally software sales & services
  • Experience in discussion with senior managers of large organisations
  • Experience working in a small, fast-paced company
  • Very strong experience of CRM, email marketing and telesales software toolsets

Ideally will have

  • Good understanding of digital marketing and related tools, especially LinkedIn Sales Navigator
  • Graduate
Personal Attributes
  • Highly self-disciplined and structured.
  • Articulate
  • Empathetic
  • Diligent with very good attention to detail
  • Self-starter
  • High driven
  • Energetic
  • Keen to learn
  • Keen to speak to new people
  • Strong desire to develop their career in sales and take on more of the sales cycle.

To apply, email us a [email protected] or call us on +44 (0) 20 3745 5211


El Bebe Strategy Execution Case Study

El Bebe strategy execution case study

El Bebe Productions

Strategy Execution Case Study
6th January 2018

“The impact of this combined service and product-led engagement by Shapecast has been significant. We now have a fully aligned and joined up activity plan, the outcomes of which will enable us to take full advantage of the global opportunities that will present themselves over the next 12 months leading to a conservative budgeted revenue increase of around 15% on 2017 results.”Derek Holder, CEO El Bebe Productions

Client background

El Bebe Productions are a UK-based multi-national digital media business who provide children’s animations and content distributed via YouTube, Netflix and Sky.

They have quickly grown to be the seventh largest YouTube channel globally, offering content in over 200 countries and have amassed over 20 billion views and 20 million subscribers across all of their channels.

Their top video has over 2 billion views and is an official Guinness Record for most views for an educational video (2016, 2017 & 2018)

Image

What was the challenge

Despite their rapid growth since their inception in 2011, El Bebe Productions have a small, focussed design and production team with many potentially high-growth routes to new markets. While growth has been historically strong, it has also been organic in nature. As the complexity of the organisation has increased significantly, the number of potential routes to market have also grown. 

To cope with this, a highly structured execution plan linked to the right outcomes was needed.  However, the team we’re not experienced at bringing together a range of disparate and global activities in to a highly focussed, integrated delivery plan. This meant the risk of focusing on the wrong activities could significantly reduce the potential for continued high growth.

What we did

Initially, Shapecast worked with the leadership team to focus and get clarity on the objectives, outcomes and key performance indicators that were critical to the business that would drive the right outcomes.

Whilst these were understood at the high level, they had not previously been articulated in detail and agreed with the leadership team. We then worked with El Bebe to understand all of their delivery activities across the business and linked those delivery activities to their strategic objectives using our detailed methodology. This measured the benefits and outcomes of each project and linked these through to the measures that were driving most benefit.

Following this, we were able to challenge the leadership team on how the work they were planning was aligned to the outcomes they were expecting.

We identified gaps in activity and developed a new execution plan which was more aligned to the outcomes they were looking for. As a result, some activities were de-prioritised, and others were initiated. These included a change in direction to focus on significant localisation of new global content, which was a lower priority activity at first, but when analysed was critical to achieving the successful outcomes for 2017 and 2018.

We then developed the localisation plans in to much more detailed activities and assigned these activities to key members of the team to ensure accountability was tracked and recorded from the top of the organisation through to delivery.

We also assessed and developed a risk, issues and decisions framework with clear accountability and ownership across the leadership team.

This information was linked and loaded in to our cloud based strategy execution platform where the El Bebe team were able to track, manage and monitor the progress of the execution. Finally, we trained the El Bebe team on the use of the strategy execution software to ensure they are fully self-managing with limited ongoing support required by Shapecast.

What was the outcome

As a result of the detailed execution planning El Bebe have focussed on new projects that will become hugely important over the coming years.

Some of the activity previously planned has now been de-prioritised or even removed while other work like landing their content across be regions has been initiated that was previously not planned to start until much later in the organisational growth time line.

As a result, the leadership team have clarity about what is really important and can track the delivery of the work across the whole organisation against clear objectives that are really important to them and
will drive the business forward.

The impact of this revised approach was a significant reduction in portfolio spend in 2017 due to the removal of ineffective or unaligned programmes whilst prioritising and refocusing on the core strategic
objectives, which have driven successful outcomes and subsequent revenue growth.

These portfolio savings in 2017 were approximately £200,000 with the successful project outcomes and realised opportunities supporting an increase in revenues by £1.2m. 

Furthermore, El Bebe will continue to monitor the progress of their objectives online regularly and have a clear focus on delivery and how it will affect their 2018 objectives.

Transformation Science US Trademark

Transformation Science US Trademark award

Transformation Science™ awarded US Trademark protection

Published Date  20th Dec 2017

In December 2016, Shapecast applied for US trademark protection for the term Transformation Science. 

The use of this term applies to both our data-driven methodology and unique analytics platform which together are used to drive business change outcomes for our clients. 

We are pleased to say that in December 2017 the US Patents Office confirmed that our application was successful and has been announced in the US trademark Gazette under the following article

"This news is really exciting and further strengthens our position in the market as the leading provider of data-driven business change solutions".

Will Barnett, Managing Director of Shapecast.

Shapecast Christie's Case Study

Christie’s Case Study

Architecture Transformation

29th February 2014

Company Background

Christie’s is a British auction house, founded in 1766 by James Christie. Christie’s has a global presence in 46 countries with 10 sales rooms around the world including London, New York, Paris, Geneva, Milan, Amsterdam, Dubai, Zurich, Hong Kong and Shanghai with expanded initiatives into Russia, China, India and the United Arab Emirites. With sales revenue at around £5 billion, Christie’s continue to open up new regions such as Beijing and Mumbai.

The challenge

When Shapecast started working with Christie’s, there was a strong hero culture and loyalty to Christie’s but a lack of systems and projects planning. This led to ad-hoc demand impacting IT’s ability to effectively deliver for the business. As a result, projects were delivered with mixed quality leading to poor perception of IT. Additionally, there was limited control over the way systems were built leading to vast amounts of unnecessary system complexity.

With a subsequent change of leadership and impending major transformation of business and IT, there was a significant need to provide a technical vision, structure a major transformation of business process and IT systems and to help define and scope the implementation partners.

What we did

In order to implement a new change programme, Shapecast began by setting up a solution architecture practice and helped recruit new team. This included creation of a framework, practices, documentation and standard role descriptions.

The next step was to implement the Christie’s data model, linking to key future business strategy and requirements; the aim of which was to remove gaps in system capability. Shapecast provided an end to end process model which was used as the basis for detailed global data design, alongside portfolio analysis and a retirement plan for key applications with a proposed, simpler, cheaper end state.

We participated in key vendor selection and supported delivery with key cloud implementation partners/software vendors and assured successful delivery including prototyping key systems. As well as this, we developed a series of to-be and interim detailed architectural states across delivery domains which showed how the transformation would change over time and facilitated business discussions.

By supporting the implementation partners and recommended implementation changes along the way, we were able to ensure what was delivered was in line with the proposed architecture, at points prototyping implementation to demonstrate critical ideas and gain buy in from the key stakeholders.

The outcome

As a result of our engagement, we played a major part in transforming Christie’s IT from a very poorly perceived organisation with mixed success, in to a highly agile, well-structured function that delivered major change to the business using a mixture of complex internal systems and cloud. We helped ensure significant tier 1 delivery providers had a clear view of what they had to deliver and we kept them honest in the interest of Christies. As a result we were an important and independent partner to Christie’s that helped ensure successful delivery.

Quote from Erik Jansson, Global Director, Application Delivery & Maintenance

It was determined that a major business transformation was required at Christie’s to enable the company to provide the level of client service that was expected of a modern company.

Shapecast provided us with experience and capabilities across a range of technologies and with their support we were able to establish an organization structure, an architectural roadmap, a system roadmap and a best practices guidebook for delivery

City & Guilds Case Study

City & Guilds Case Study

Strategy and Architecture
1st January 2016

Company background

City & Guilds is the biggest name in vocational education. Founded in 1878 in London, City and Guilds now offers more than 500 vocational qualifications over a range of industries, with 2 million learners choosing to study with them every year.

The challenge

Shapecast were engaged by the Executive Board of this global leader in skills education to review the strategy, architecture and capability of the entire organisation.

City and Guilds already had a proposed 3-5 year transformation programme across products, applications and infrastructure. However, they enlisted the help of Shapecast after the initial proposal was deemed significant, complex and costly.

What we did

Shapecast engaged with stakeholders throughout the organisation and analysed the existing proposed in-house architecture that had been developed throughout the previous twelve months. Following this phase of analysis, Shapecast demonstrated that the proposed approach was very high risk, expensive and could not easily to be supported by the organisation.

We subsequently restructured the architecture from first principles, ratifying business strategy, proposed markets, applications and underlying technologies. The resulting architecture presented a much lower risk approach which enabled the organisation to invest a more incremental way as they tested out the viability of new markets.

What was the outcome

Our approach was presented to and approved by the board and represented cost savings of over £10M+ against the previously proposed, high risk architecture. More importantly, we created a clear, well defined roadmap which allowed this organisation to grow in to new markets without taking huge risks or having to make significant up front investments.