SSE Difference

SALES AND BUSINESS ADMINISTRATION EXPERIENCE

Sales consultants typically hold 1 of 2 backgrounds: sales or consulting. A background in sales or sales management allows a consultant to truly empathize with your business challenge from a first person perspective, but a sales background doesn’t often breed a strategic business mindset.

Someone with a consulting background brings a mastery of business mechanics, critical thinking, and analysis to thetable to solve your business challenge. Unfortunately, someone with this background will l never truly understand your challenge,  leaving them without the tools to actively question, probe, and draw out critical information from you to clearly and insightfully define your critical sales issue.

To have the complete skill set needed to deliver transformative value to a client, a sales consultant needs to have both a sales background and an advanced understanding of business. Eric Gilroy has spent his career in a multitude of sales roles as a straight commissioned front line salesperson, sales manager, and global account manager. Those experiences have helped Eric form a close bond with all aspects of sales, and allow him to understand your challenges from the most holistic of perspectives.

CUSTOMIZED METHODOLOGIES

Proprietary sales methodologies and “systems” are nothing more than cookie cutters. They treat every business as if it were the same, and fail time and time again to differentiate your business from your competition. Although a good consulting firm will bring parallel experiences with similar customers to the table, your business is unique and should be treated as such. Eric Gilroy’s methodologies focus on the process of defining the challenge, envisioning the goals, evaluating the courses of action, and creating a customized plan based on proven sales practices and frameworks. “When you work with me the solutions will be unique to your business, not mine.”

ACTIONABILITY THROUGH PARTNERSHIP

Depending on an outside consultant to take control of a critical business issue can be a risky and uncomfortable process.  Consultants often use proprietary jargon, over-complex frameworks, disappear to their offices to perform mysterious activities, and finally show up the last day of the engagement with a 100 page presentation.  This makes it difficult for you to gain visibility into the consulting process to truly understand the solutions, and leaves you without the tools to take action after the consultant leaves. Eric Gilroy is focused on creating visibility through partnership and communication, and transitioning the knowledge necessary to implement/maintain the solutions to your unique business challenges. “I think of myself as an executive extension of the business, making sure that I am on the same page with my clients each step.  As we reach the end of the engagement, my goal is for them to implement or maintain our work with the highest levels of effectiveness.  My goal is that they won’t need me anymore.”