Overview
This construction intelligence company serves contractors, manufacturers and suppliers across several countries. Growth through new markets and product consolidation meant customer-facing teams were constantly absorbing new products, new positioning and new colleagues.
Every region ramped people its own way. Leadership could see training activity, but not whether teams could actually sell and support the portfolio at the expected standard.
Challenge: Many markets, no common standard
Readiness looked different in every region
Each country ran its own onboarding and enablement. There was no shared definition of what “ready” meant for a seller or account manager, so results couldn’t be compared across markets.
Product changes outpaced the field
As products were combined and repositioned, customer-facing teams learned about changes unevenly. Leaders only found out who was behind when deals or renewals slipped.
Manager effectiveness was invisible
Some managers coached consistently and some didn’t, but leadership had no way to see which managers were actually improving their teams.
Solution: One execution standard, measured everywhere
Shared expectations by role
RampRight pathways defined what successful execution looks like for each customer-facing role, applied consistently across every market.
Product knowledge tied to the source of truth
Product and positioning updates flowed into the pathways that depend on them, with knowledge checks assigned to the teams they affect.
Leadership and manager visibility
Leaders got a cross-market view of readiness and risk, and managers got evidence-based 1:1 agendas showing where to intervene.
- Readiness by region and team
- Gaps surfaced by role and capability
- Manager Effectiveness across markets
The result
With one standard for readiness across markets, leadership can compare execution region by region, and managers know exactly where their coaching will have the most impact.