Sales Enablement Delivered at a Critical Growth Inflection Point

To ensure adoption across a large sales organization, Noetic applied a seller-first enablement lens:

• Simplified slide flow and narrative progression
• Embedded guidance on how and when to use key sections
• Aligned messaging to how sellers actually engage clients in the field

This focus on usability ensured the pitch deck would be consistently used and leveraged as a complimentary tool to sales conversations.

The pitch deck was intentionally built to support live, consultative selling:

• Modular sections that sellers can navigate based on client needs
• Logical flow aligned to discovery and solutioning conversations
• Reduced slide density to prevent over-presenting

This structure allows the same deck to be used across prospecting, discovery, and proposal discussions—improving consistency while increasing flexibility.

Complex financial products were reorganized into a clear, outcome-oriented value framework. This approach:

• Connects each solution to a specific client pain point
• Differentiates the institution beyond feature parity
• Reinforces credibility through tangible business impact

The result is a value story that helps sellers confidently articulate why the solution matters, not just how it works.

The redesigned deck leads with the client’s reality, not the institution’s offerings. Early sections focus on:

• Market and regulatory pressures impacting financial decision-makers
• Operational and financial risks of maintaining the status quo
• Business outcomes clients are trying to achieve

By anchoring the narrative in buyer context and urgency, sellers are able to engage clients earlier and position solutions more naturally.

Noetic supported the full vendor evaluation process, including:

• Response analysis and qualitative scoring
• Comparative assessments across strategic alignment, cost, implementation complexity, adoption risk, and data capability
• Executive-level summaries and risk-weighted recommendations to support leadership decision-making

Once the decision was made to proceed with a CRM RFP,Noetic translated qualitative findings directly into functional and strategic requirements.

The RFP was designed to:

• Reflect real operational needs across departments
• Address data architecture, integrations, reporting, and governance
• Evaluate vendor ability to support future growth, AI readiness, and cross-department visibility
• Balance implementation risk, cost of ownership, and user adoption

Rather than producing a binary “replace vs. stay”answer, Noetic delivered a nuanced evaluation outlining

• Where the current CRM was delivering strong value
• Where organizational process and data practices were limiting ROI
• Where technology constraints posed long-term risk to scalability and innovation

This enabled leadership to make an informed decision grounded in evidence, not anecdote.

Noetic conducted in-depth interviews with cross-functional teams spanning sales, services, partnerships, digital strategy, destination development, integrated brand, public relations, research, and executive leadership.

The assessment focused on

• Day-to-day CRM usage and workarounds
• Data quality, reporting reliability, and integration gaps
• User adoption, training, and governance practices
• Cross-department visibility and relationship management
• Readiness for future capabilities, including analytics and AI

All feedback was coded, analyzed, and synthesized into a structured qualitative read-out to separate perception from root cause and highlighting systemic versus team-specific opportunities for improvement.

Framed all enablement content and sessions from the client’s perspective—helping sales teams tell a cohesive, value-driven story that connected directly to buyer needs.

Integrated speakers from product, legal, and operations into kickoff and onboarding sessions to strengthen alignment, trust, and shared ownership.

Consolidated product launch materials and sales resources into a single, intuitive enablement hub.