Sales incentive plans are the bane of most organizations; they usually require a disproportionate amount of leadership attention relative to the affected headcount and can too easily drive dysfunctional and inappropriate behavior when they no longer align with the way sales roles and strategic priorities shift over time. They cannot be redesigned in a vacuum but require collaborative input from multiple functions – sales, sales operations, finance, human resources and the C-suite. As such, the process can be complex and too easily drawn out or, by contrast, thrown together in a rush. A carefully planned and structured process will help you successfully manage the hurdles to create an effective solution and to build buy-in and consensus from all the critical stakeholders in a timely manner.

Joe works with cross-functional leadership teams to identify and agree on opportunities for improving the effectiveness of sales incentive programs and for developing and implementing new alternatives that drive desired behaviors and results in a cost-effective manner.

He has over two decades of consulting experience designing sales incentive programs across a broad range of industries, built on another two decades of primary experience in sales, sales management, sales operations and product management in high tech manufacturing, high tech distribution, and logistics services.

Most recently, Joe served as Global Leader for Willis Towers Watson’s Sales Effectiveness and Rewards practice, and he also previously served as a Principal and Regional Manager with the Alexander Group. He has worked with both domestic and global companies – global companies headquartered in North America and global companies headquartered elsewhere. He has written numerous published articles and white papers on sales compensation and sales productivity and is a frequent speaker at national conferences and associations globally.

Joe has been responsible for designing and implementing a wide range of sales force programs including sales talent management, job role definitions and rules of engagement, quota setting and allocation processes, performance measurement, and sales incentive administration and governance processes. He has worked with direct and indirect field roles, inside sales roles, customer service roles and many other specialty roles that participate in the selling process.