Documented Client Results

Ninety Days Later, Most Training Is Gone. These Numbers Stayed.

Three organizations. Three industries. One method. None of them bought a closing technique. They aligned leadership, sales and service around genuine value — and the numbers followed.

14×Return on investment in nine months
28×Revenue growth — solar energy client
10×Revenue growth — agribusiness client

Before the Numbers

How to read this page.

What I claim

  • Every figure came from the client, not from me.
  • The industrial automation return was calculated in an ROI report prepared for that client's general manager.
  • Every figure here is a ratio, never a currency amount. These engagements span more than a decade — and a currency figure from 2013 does not mean what the same figure means today. Ratios hold their meaning across time and borders. Converted amounts do not.

What I don't claim

  • That I was the only cause. Markets moved, teams worked, leaders decided.
  • That an acquisition is ever the result of one thing.
  • That these are typical. They are documented, which is a different and more useful word.

Client names are withheld here at their preference. Full case documentation, including the independently prepared ROI report, is available on request — and where the client agrees, I will introduce you to the people who lived it, so you can ask them directly.

Industrial Automation · Nine Months

Thirty-six hours of work. A fourteen-fold return.

A commercial excellence project built on Effective Value Selling: six sales workshops, six coaching sessions, and a certification process to make the behavior stick after the room emptied. Thirty-six hours of live delivery across nine months.

The team stopped defending price and started building the business case. Margin expanded without a single discount campaign.

14×Return on investment — 1,302%, calculated on net profit
+4.1 ptsGross margin expansion, achieved without discounting
Nearly 2×Net profit, comparing the same nine months year on year

Figures are expressed as ratios for the reason given above. The full ROI report was prepared for the client's general manager and is available on request.

Solar Energy Group · Multi-Year Engagement

Five times bigger in the first year.

Tailor-made solar plants, sold direct and through partners. We rebuilt the sales process end to end — sharper discovery, integrity-led objection handling, business-impact framing instead of specification framing — and aligned the leadership team behind it.

BaselineRevenue the year before we started
→
5×End of the first year
→
28×Year before the acquisition

The company was then acquired by a major American group.

Let me be precise about that last number. The acquisition price is not revenue, and value-selling discipline does not cause an acquisition on its own — solar market tailwinds, the technology, and the team all mattered. What commercial discipline does is make a business more predictable, more profitable, and therefore more attractive to the people who buy businesses. The multiples above compare revenue to revenue, which is the only comparison that means anything.

Agribusiness Cooperative · Six-Year Relationship

All three disciplines. Six consecutive years.

This is the cleanest demonstration of what the Magna Influence Method actually claims. Not a sales project. Leaders, sales teams and service teams were trained on the same method, in the same language, against the same standard — year after year, from 2013 to 2019.

Sales made promises the service team could keep. Service delivered experiences the sales team could sell. And leaders modeled the integrity that made both possible.

More than 10×Revenue growth across the relationship
6 yearsContinuous engagement, 2013–2019
3 of 3Leadership, Sales and Service — all aligned

A cooperative of this size grows for many reasons across six years, and the agribusiness market moved in that period, and the figure is a revenue multiple rather than a currency amount, for the reason given at the top of this page. What I will claim is narrower: three functions that had been pulling in different directions were aligned around one standard, and they stayed aligned long enough for it to compound.

What Actually Produced This

Not three projects. One method.

Every result on this page came from the same place: three functions that had been treated as separate problems were aligned around a single standard of value.

Leadership Excellence

Create the environment.

When what leaders say differs from what they do, sales performance and service quality both suffer — whatever you spend on either.

Sales Excellence

Communicate the value.

The best salespeople do not sell. They create value so clear that price stops being the conversation.

Service Excellence

Deliver the promise.

Service is where every promise sales made is either kept or broken — and where relationships deepen or quietly end.

Leadership affects sales. Sales affects service. Service affects loyalty. Loyalty affects growth. And integrity affects everything.

Ask for the Documentation

Numbers on a page are worth exactly what you can verify.

Tell me what outcome you are responsible for. I will send you the full case documentation for the situation closest to yours — and where the client agrees, I will introduce you to them directly.

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