What clients have achieved
Since 1997, we’ve helped senior leaders in 70+ organisations increase revenue and improve performance in their frontline teams, across a range of industries and KPIs.
We work with clients to identify the 1 or 2 KPIs they most want to improve. Clients have improved those KPIs by 11%+ within 6 months, while also improving employee engagement.
Since 1997, we’ve helped senior leaders in 70+ organisations improve revenue and other KPIs across their frontline teams.
Bryan Yianakis, former Director of Sales & Service, AAPT
“Sales revenue increased by more than 200% in 2 months, 400% in 6 months, and 519% in 11 months.
“Employee engagement increased while unplanned leave fell by 34%”
Devinia Liddelow, former People Capability & Change Manager, World Vision
“Within four months of applying the system, fundraising revenue from all channels in the program had doubled, and employee engagement had increased by 18%.
“Over the following 12 months, employee engagement improved by a further 37% and achieved the World Best Practice benchmark.”
Josh Ballantyne, former Sales Manager, Multinational insurance company (obscured for confidentiality)
“Within 21 weeks of applying the system to two call centre campaigns, sales revenue increased by 278% in one and 281% in the other. When I applied it to another of our campaigns, sales conversion increased by 43% within a month. Staff satisfaction also increased.”
Trevor Pilkington, former General Manager - Centre Network, New Zealand Automobile Association
“We had our best years on record using the system. In the first year after implementation, we had our best year on record, which we beat again in the second year, with every region achieving more than 100% of their targets. In subsequent years, every region exceeded their sales target.
“We couldn't have achieved this success without Blair's help. His system is the missing link. It’s had an amazing impact on sales, staff morale and retention, and on the whole culture of the organization.”
Grace Shariff, Team Leader, Auckland Online - Student Experience Centre, University of Auckland
“As a result of applying what I learnt, our enrolment conversions have increased. The result has been that we now have the highest enrolment rate in Auckland Online's history.”
Simon Whyte, former Managing Director, SKF New Zealand
“Sales increased by 20%. At the same time, employee engagement significantly improved to the second highest in SKF in the Asia-Pacific region.”
Susy Goldner, former Global Guest Contact Centre Manager, Virgin Australia
“Sales conversion increased by 25%.”
Craig Robertson, former General Manager Operations, Noel Leeming Group
“Across all our retail stores, we saw an improvement in warranty sales of more than 20%.
“One of our stores was going to be closed because it was running at a loss. But when the managers of the store applied what they learned, everything changed. In just over 1 month, extended warranty sales increased by 17%, and items per sale increased by 18%. As a result, the store became profitable, and we decided to retain it.”
Former Head of Customer Contact Centres, Bank of New Zealand
“Our sales performance rapidly increased. The Bank's key indicator, sales leads per full-time equivalent staff member, surged by 15% within the first month, 45% in the second, 64% in the third, and an impressive 123% in the fourth month.
“We achieved a 100% Return on Investment within three months.”
Doug Gallagher, Director Donor Services, New Zealand Blood
“More new donors were signed up than we had hoped for, with a 40% increase in six months. This outcome enabled us to hit our Plasma Donor Panel stretch target more than a year early.”
Steve McLellan, former Northern Region Manager, New Zealand Automobile Association
“Sales increased 17% in the first week after implementation. Two months later, they were up 27% and rising. Some sites are well over 100% of our target, and even the lowest performer is only a few points off target.'“
Angela Wynn, former Head of Small Business Distribution, Bank of New Zealand
“We improved customer satisfaction as measured by NPS (Net Promoter Score).
“This was because we connected better with customers and had better customer conversations. As a result, we also improved our sales results.”
Jocelyn Watkins, former Sales Manager, Hart Candy Communications
“Add-on sales increased by 130%, and gross profit increased by 50%.”
Neave Sines, Branch Manager
“The last 2 months have been our biggest months ever.”
Trevor Thomas, Proprietor, Harvey Norman
“Extended warranty sales carry a good margin for us, and within two weeks we achieved over 50% growth.”
Barbara Horne, former Customer Contact Centre Manager, Bank of New Zealand
“Now the critical sales behaviours are embedded in how we do business. Previously, managers found their staff were not applying them consistently. My advice to other organisations considering using Brava? Just do it. It’s great. It works really well.”
Craig Taylor, former Branch Manager, Telecom New Zealand
“After one month of using the system, accessory sales were up by 100%. The following month, they were up by 115%.”
Philip Anderson, former Regional Manager, Noel Leeming Group
“We saw an immediate improvement in results. Several stores saw a 70% increase in same-month performance from the previous year.
“I had a manager go from 86% of target to over 100% of target for 5 months straight.”
Jim Bryce, former Branch Manager, Telecom New Zealand
“Our add-on sales jumped from 30% to 75%, and the atmosphere in the store is much improved.”
Dave Cowan, National Sales Manager, Oxford Finance
“We happened to have a couple of record months, and 60% of the team had personal bests.”
Robyn Hazelwood, former Branch Manager, Telecom New Zealand
“Using the system, my store’s accessory sales increased from 49% to 69%, a 41% increase.”
Mel Turdeich, former Contact Centre Sales Manager, State Insurance
“Brava has played a critical role in helping State achieve new growth in customer and policy numbers.”
Store Manager, 2degrees
“My store is third in the country this month for our target product in our store category, with one of my team having the highest sales of that product in the South Island.
“Last month, I closed out with a Net Promoter Score for service for my sales team at 80 and an ownership score of 95, the highest NPS we’ve had in 2 years.”
Andrew McGill, former National Contact Centre Manager, Public Trust
“We've substantially increased the number of appointments our sales reps are making, and we’ve kept those increases – they haven't just been short-term jumps in performance.”
Romana Meden, General Manager - Human Resources, New Zealand Automobile Association
“Brava works so well because it makes managers focus on the behaviours that lead to sales, rather than just the results. If sales results are down, we can work out why.”
Allan Nicholson, former General Manager Human Resources, Farmers
“This approach targets and motivates the behaviour that drives financial results.”
Gerard Paetzold, former National Consumer Sales Manager, Trading Post
“Brava helped us implement a consistent approach to motivating our salespeople, leading to improved overall performance.”
Peter Curham, Learning and OD Consultant, Tower Insurance
“Brava offers a way to optimise and improve performance without driving numbers. Instead, by focusing on high-value behaviours, you get performance that delivers the right outcome for customers and the business.”
Todd Hunter, Chief Executive Officer, Turners Automotive Group
“Besides better business results, we have a stronger, more engaged team following a plan. We have happier people with greater resilience and commitment.”
Other frontline performance improvements
Richard Petterson, former Executive Leader Operations and Service Delivery, Queensland Urban Utilities
“We increased productivity, decreasing wait times and rework. This decreased overtime by 65%, saving us more than $200,000 per month. The flow of customer complaints dropped to zero, and I started getting regular letters and e-mails of commendation.”
“We completely turned around service delivery, along with our injury rate, absenteeism, and employee engagement.”
George Van Ooyen, Group General Manager Client Service Support, Ministry of Social Development (MSD)
“Within 5 months, ‘call handling time’ reduced from around 7 minutes to less than 5 minutes 30 seconds. This reduction led to a dramatic decrease in ‘average wait time’, improving our clients’ experience and enabling them to access more support through the phone channel.
“We also saved considerable amounts on telecommunications costs. While employee engagement improved beyond the public sector benchmark.”
Bryan Middleton, Head of Customer Engagement - Keep, Contact Energy
“We significantly improved our service delivery, even though email volume has lifted by 250,000 per annum. Because of the increased service delivery we achieved, we were able to reduce headcount, saving $300,000 annually.
“An independent survey shows that our employee engagement is now world-class (between 88% and 93%).”
Jason Dempsey, Group Manager Customer Services, Auckland Transport
“Customer satisfaction improved across all channels, and there was a 12% lift in productivity in our case management area.
“We’ve had an improvement in employee engagement from an ENPS (Employee Net Promoter Score) of +10 to +28 in a 12-month period, which is hugely significant. And attrition has reduced by 4%.”
Jim Wrigley, former Australasian Collections Manager, ADT Security
Katrina Allen, Operations Manager (Customer Service Centre), Hato Hone St John
“Blair just focused on what would get us to our result, fast.
“Our team's engagement level is now very high, scoring 9.7 out of 10 in the Peakon survey.”
Kate Shushakova, Business Support Manager, Auckland Transport
“One goal I set was to increase the average number of closed cases from 125 to 135 per month per team member. Within two months, we'd already beaten our goal.”
Dwina Dickinson, former Head of Retail Operations, Contact Energy
“Call handle time dropped by 65 seconds (a 16% decrease), call quality improved, and agent availability to help our customers increased from 50% to 90%.”
Wesley Machee, Customer Care Team Leader - AT Hop, Auckland Transport
“We dropped our 4 to 5-week response times to an average of 8 days.”
Donald Young, former Senior HR Consultant, Countrywide Bank
“Service delivery increased, along with sales.”
Lloyd Robinson, former Manager Technical Services, Mitsubishi Motors
“The results were immediate. We got the improvements in service delivery we wanted.”
Marty Kett, former Customer Care Manager, Telecom New Zealand
“Month 1 showed a 150% sales increase on the previous month, 200% the next month, and 250% in month 3. In the first 3 months, the channel had sold more mobiles than in the previous 6 months. In the first 6 months after implementation, sales numbers had almost tripled.”
“We increased productivity so much that we've reduced the number of staff from 48 to 33 (a 31% reduction) without reducing throughput. In addition, the collections rate improved by 2% within the first three months - an improvement we’ve retained.
“There’s also been a boost in staff morale.”
Trish Keith, former National Manager Sales & Service, Telecom New Zealand
“For one of our campaigns, sales increased by 1567% in 10 weeks. I’ve been delighted that the increases in sales are sustainable for us – it hasn’t been just a quick burst that subsided after the first impact. It’s driven a very positive culture change.”
Judith Stevich, Customer Care Manager, Contact Energy
“We took 1 minute off the average call length within 3 months. The culture was good before, but now it has a buzz, it’s even better.”
Julian Allan, Business Owner, Complete Style Joinery
“We decreased our cabinet installation time by 20-30% in 12 weeks. Clients are happy — we always score 8-9 out of 10 when we ask them to rate our service.”
Bashir Khan, former National Manager of Business Membership & Contact Centres, New Zealand Automobile Association
“Blair has helped us achieve our service delivery targets and create sustainable productivity improvements. We've reduced our headcount by 8 Full-Time Equivalent (FTE) staff, saving $400,000.
“Employee engagement in our division used to be among the lowest in the business. Now, it rivals that of the senior leadership team – traditionally the most highly engaged group in the business.”
Joe Taylor, Manager Field Services, Queensland Urban Utilities
“Service delivery has increased along with a greater focus on the customer. There's a new culture with a greater drive for results, transparency and accountability for performance. On top of that, only 3 months after starting, the average cost per job dropped 10%.”
Vanessa Varela, former Contact Centre Trainer, New Zealand Automobile Association
“After Call Work (ACW) dropped by 9 seconds, meaning my team could handle record call volumes without a major impact on our service levels. Team morale is higher than before.”
Benito Sy, former Director of Account Operations, Sitel
“Before Brava, the overall satisfaction rating of our agents was 78.5%, as measured by an ASAT survey. Five months after implementation, agent satisfaction had moved to 86.6%. After 12 months, agent satisfaction had increased to 91%. Morale is high.”
Adam Ward, former National Sales Manager, Public Trust
“My team increased performance across a number of measurements.”