From 1998 to 2016, SWA advised sales executives from ESAB Welding & Cutting Products (now part of Miller Electric), a $1 billion industrial products company, on improving sales effectiveness. With the Senior Vice President of Sales and his team, we helped ESAB:

  • Construct a clear model of execution describing how ESAB would sell indirectly through distributors and directly to large end-users
  • Define and maintain clear roles for all customer-facing positions
  • Imagine, design, and construct Inside Sales to complement outside sales and customer service
  • Develop recruitment, selection, training, performance management, compensation, and succession planning systems for sales positions

ESAB achieved consistent growth from 1998 through 2016 when Miller Electric acquired the company. Adding Inside Sales to ESAB’s selling process has been particularly successful in increasing company sales and building customer loyalty.

Key Lessons

At ESAB, we exposed the traditional model of splitting responsibility for sales into individual pieces as logical – but inferior. By building sales teams that combined inside sales, customer service, and territory sales, ESAB made the whole greater than the sum of parts by increasing sales, building customer loyalty, and improving employee morale.

“Dean has been an important part of our team through several market cycles. His focus on team success elevated the quality of our sales organization.”

Mark Elender

Senior Vice President of Sales

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