19. Middleton/Lime Energy Business
Development Chronology
• June ‘09 start
– Lighting design and efficiency training
– Midwest Sales/Sales management ~ $3M plan met
• 2010
– New National Account startup recognizing $12M in sales – see next slide
• New National Account prospecting plan
– See account names pursued
– Future pipeline developed while closing 2010 business
• Consistent assessment/design/build process developed
• Teaming assignment, leadership, geographic, revenue recognition and commission payout
defined
– New NA strategy and vision development
– Developed new channel partnership – see next slides
• 2011
– Resumed Midwest Sales Management meeting $5M plan
– Personal business development representing $7M in sales – total forecast = $10M
– Independent Consulting Agreement
20. 1st year 2010 National Sales
Middleton directly involved
21. National Account Prospects
• PepsiCo • GE Capital
• Quaker Oats • Illinois Bankers Assoc
• FritoLay • Prudential Real Estate and
• Grubb & Ellis – Microsoft Investment
• Cenveo • John Crane
• Bally’s Total Fitness • Golub
• JLL - Harrah’s • Abbott Labs
• AT&T • USG
• Nestle’s • Tennis Corporation of
America/MidTown Athletic
• Waste Management/VA
Hospitals • Lodging Unlimited
• Harris Banks • ICA
• Rockwell Collins • Lexington Properties
• CBRE – Price Waterhouse
22. Creating Channel Partnerships
• GE Corporate
• CBRE
• Jones Lang LaSalle
• WESCO
• GEXPRO
• GrayBar
• Capstone Microturbine
• Acuity
• Waste Management
• Enernoc
• Affiliated Power Purchasers International
• Illinois Bankers Association
• EMCOR
• Johnson Controls
• Honeywell
• Golub
23. Energy & Sustainable Solutions
• Supply side • Energy Efficiency
– Utility usage analysis – Comprehensive auditing
– Power purchasing – Behavioral/Operational
consulting – Lighting/Lighting controls
– Co-generation/CHP – HVAC
– Solar PV/Thermal – Energy Management
– Wind Systems
– Geo-Thermal – Motors/Drives
– Water – Central plant
– Compressed Air
– Vacuum/Dust Collection
– Insulation
– Windows
– Roofs
– Continuous Commissioning
24.
25. Contracting Sales Leader
Building Automation
• Built and executed operating plan of 21% growth making core
competency ending FY at $19.8M in sales
• Winner of National ICS Champions competition in ’07 & ‘08
• Responsible for hiring/firing/personal management &
development growing sales team by 50%
• Defined and implemented new compensation packages,
commission drivers and monthly earning reporting
• Monthly management & reporting of financials and
forecasting
• Linkage growth of BAS2SERVICE
• Facilitated internal training driving a “Systems” culture
• Developed and trained Strategic Project, Pricing and Account
Management processes
• Established sales/operations “Best Practices”
• Consolidated “Systems” presentation & marketing utilizing new
demonstration room/factory tours
• Facilitated celebratory & recognition outings
5
Building Technologies
26. Contracting Sales Leader
Comprehensive Solutions
• Executed operating plan doubling the growth of the
turnkey/design build business ending FY at $7.4M in sales
• Start-up business of comprehensive solutions/performance
contracting with expected sales of $5M in 2009
• Built team adding 7 FTE’s of sales and operations
implementing performance management/development
• Defined and implemented new compensation packages, commission
drivers and monthly earning reporting
• Monthly management & reporting of financials and forecasting
• Linkage growth from existing account base initiatives
• Developed and trained Strategic Project processes
• Established sales/operations “Best Practices”
• Conducted market analysis and marketing plan
• Engaged state lobbyist and procurement consultant
• Leadership involvement with NAESCO and other professional
organizations
• Networking with other offices who built business
• K-12 and Healthcare initiative corporate training
• Implemented Appointment setting and tracking
6
Building Technologies
28. Service Business Development
Delivery & Support
Service Business Development
Develop Life Customer Building
New Cycle Penetration Analysis &
Markets Management Optimization
Service Service Service Service
Competency Quality Marketing Controller
Service Delivery & Support Functions
North Region South Region West Region
District Offices District Offices District Offices
The Customer Experience
5
Building Technologies
33. Service Sales Competency
Phase I (’04-’05)
Service Strategies and Tools
Sales reinforcement of the Service offering aligned with
the creation of value propositions that address
customer business goals
Built on the foundation of Strategic and SPIN Selling
Supported with new Service Handbook tools, resources
and Service initiatives
Participants experience real world customer interaction
via case study, role-play and on the job activities – (206)
participants thru class 02/’05
10
Building Technologies
34. ***Service***
Handbook
CD
&
Resources
Built and
Archived
11
Building Technologies
35. Service Sales Strategies and Tools Delivery
Schedule
Region District Qtly Deliveries
Canada Region (US $) East Canada District *2*
Canada Region (US $) West Canada District 3-'05
North Region District 1 *
Great Lakes District
Mid Altlantic District *
Mid-Central District
New England District 3-'05
Metro District *
South Region
Carolinas District
Chesapeake District 3-'05
Gulf Coast District
Nashville District
Southern Florida District
Texas District
Virginia District *
West Region Heartland *
Midwest District
Northern California District
Pacific Northwest District 2-'05
Rocky Mountain District
12 Southern California District Building Technologies
Southwest District
36. Service Sales Strategies and Tools Feedback
…“liked the use of real life client selling situations…”
… “will help sell at a higher level than I’m used to….”
“…I especially liked the change of thinking when approaching a new
TSP opportunity to truly access customer business needs…shorten
sales cycle….”
“…great emphasis on selling on value, not just a list of services,
improving quality of proposal….in the sales process and extended in
the operations communications”
“…it’s great to have a service sales process to follow to close a value
oriented service solution…”
“…liked the content interlaced with the new Service Handbook CD
tools and resources use to sell services…”
“….I learned new ways to sell specifically to Vertical Markets…”
“….very good class, this will pay dividends for me…”
“….good course organization & presented in a very real life, practical
manner….”
Productivity rating before training…..after….avg. increase 30%
13
Building Technologies
37. Project Overview: - Service Competency Phase I, Service
Sales Strategies
PROJECT DESCRIPTION: Service Sales Strategies
Development path of Service Sales competency aligning the Bests Total Service offering with the
creation of value propositions that address customer business goals/objectives. Built on the
foundation of Strategic and SPIN Selling, supported with new Service Handbook tools
FINANCIALS:
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08
. Non-reccurring costs 100 35
Sales increase
Add. sales 1800 3600 1800
Add. GM from add. sales 720 1440 720
Gross proft 40% 40% 40% #DIV/0!
all values in thousand USD
TIMELINE: FY 2003 FY 2004 FY 2005
D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S
C D D ROL A
Phase 1
RESOURCES /ISSUES –
Education Services Resources: handoff the delivery of program 3Q’05 to sustain
RVP and District Management: buy in and endorsement, align with districts business plans and mandate
participation
Coaching and Reinforcement: allocate Coaching time and skill reinforcement requirements within
Management responsibilities
14 Measure market acceptance Building Technologies
39. Service Competency
BAU Service Strategy
Service Building Analysis Service Life Cycle New Market Service
Penetration And Optimization Quality Management Development Competency
Improve New Service Optimize Product Overall Service Expand Mechanical Account
Penetration Rate Development Functionality Migration Strategy Service Business Management
Strategic Pull-Through Optimize Field Hardware Identify Alliances Sales
Customer Prgrams Service Integration Processes Migration & Acquisitions Development
Cust. Satisfaction Remote Service Service Productivity Software Advanced Customer
Competitor
& Loyalty Platform Programs Services Migration Services Experience
Sales Existing Service World Class Platform How Buildings
Capacity Positioning Services@Siemens Migration Work Program
TSP SAP Open Systems Service
Repositioning Implementation Impact to Service Compensation
Service Value System Adds Service Structure
Reporting & Extensions & Organization
16
Building Technologies
40. SOLUTION DESCRIPTION
DEFINED SOLUTION
• Training platform featuring Siemens best front line field personnel, customers,
senior executives delivering supporting principles and competencies in an
engaging and interactive learning environment
• “Best Selling” Customer Loyalty content that will be reviewed, approved &
customized reinforcing learning that drives behaviors that create loyal Customer
experiences
DELIVERABLES
• The equivalent of 5-6 days of training, delivered over a two year period, with
40-50 core/customized 30 minute modules utilizing innovative, blended delivery
of interactive, customized classroom and web based training
• DVD presenting brief overviews of each lesson, key points of each lesson to
assist facilitation
• Quarterly recognition and progress reports with real time student
tracking/reporting
• Certificates of completion
• Customer Loyalty is priceless book
• Customer Satisfaction, TSP Cancellation (just in time performance) and Staff
Dialogue Development data tracking of before and after program delivery
17
• Provide incentives to participate via RewardStore points Building Technologies
43. Program Acceptance
Tracking & Measurement
• Learning Management
System integrated reporting
• Customer Satisfaction GAP
and TSP Cancellation
Reporting metrics
• Staff Dialogue Development
20
Building Technologies
44. Building Analysis and Optimization
- $9M in Services Sales for ‘06
21
Building Technologies
46. Training Experience
Milwaukee Area Technical College
– Architectural Fundamentals – developed & delivered course
curriculum
Building Owners & Managers Association, BOMA
Chicago – Building Design, Operations and
Maintenance Course 1 and 2
– Designed, developed and taught course curriculum to over
(600) property managers/owners
– Siemens marketing exposure to Local and International
Commercial Office market
– Created presentation material, 30 BOMI developed chapters
6/15/2011 William F. Middleton
47. Training Experience
Milwaukee Area Technical College
– Architectural Fundamentals – developed & delivered course
curriculum
Building Owners & Managers Association, BOMA
Chicago – Building Design, Operations and
Maintenance Course 1 and 2
– Designed, developed and taught course curriculum to over
(750) property managers/owners
– Siemens marketing exposure to Local and International
Commercial Office market
– Created presentation material, 30 BOMI developed chapters
6/15/2011 William F. Middleton
48. SBT Education Services
Subject Matter Expert
Strategic Selling Navigator – Frameworks
Fundamental Selling and CS Estimating
Skills – SPIN LAMP – Strategic
Critical Environments Account Management
for Sales Best Total Solutions
ABC’s of Selling Apogee ABC’s of Selling
Fundamental Coaching Fire/Life Safety
Estimating Installed
Projects
6/15/2011 William F. Middleton
49. SBT Education Services
Accomplishments
Course development, enhancement and
delivery
– Evaluation scores: Instruction = A, Incremental
Gain in Productivity = 29%
– Highest Delivery Performance – Sales Training
– Critical Environments for Sales – Pharma. module
– Strategic Account Management Top+
– ABC’s of Selling Apogee Integration, Lon, MLN…
w/Product Management – Modularization of
delivery
– Estimating Installed Projects – Navigator Tool sets
Frameworks and CS Estimating
– ABC’s of Selling Fire/Life Safety - FIS
6/15/2011 William F. Middleton
50. SBT Education Services
Worldwide Exposure
Delivery and Development
– Over 700 Sales and Operations trained
– BAU/FIS/SES Corporate/Field Offices - Denver,
Chicago, New York, New Jersey, Dallas, San
Francisco, Los Angeles, Ottawa, Toronto,
Baltimore, Minneapolis, Kansas City, Washington
DC., Seattle, Orlando, Raleigh, Richmond, Florham
Park, Puerto Rico, London, Brazil
6/15/2011 William F. Middleton
52. Systems & Services Sales -
Business Development & Account
Management
Management of District’s Class A accounts providing initiative
based, system and service solutions
Chosen as Salesmen of the Year
Treated all activities as if they were own business operation
Developed, proposed and closed Systems and Service
opportunities within Account base
Justified, built, developed operations teams
Administrated project management with implementation team
Assured customer satisfaction
Became clients’ business partner and consul
Initiated new business development strategies addressing critical
environments and asset management - see attached business
plans
6/15/2011 William F. Middleton
53. Systems & Services Sales -
Business Development & Account
Management
Management of District’s Class A accounts providing initiative
based, system and service solutions
Chosen as Salesmen of the Year
Treated all activities as if they were own business operation
Developed, proposed and closed Systems and Service
opportunities within Account base
Justified, built, developed operations teams
Administrated project management with implementation team
Assured customer satisfaction
Became clients’ business partner and consul
Initiated new business development strategies addressing critical
environments and asset management - see attached business
plans
6/15/2011 William F. Middleton
54. Systems & Services Sales -
Business Development & Account
Management
10 Year Performance Middleton 10 Year Sales History
Anniversary Date:10/87
History Year
1999 $
Factored Gross Margins
825,000
1998 $ 525,000
1997 $ 685,000
Middleton 10 Year Sales History 1996 $ 525,000
1200000
1995 $ 710,000
1000000 1994 $ 872,000
800000 1993 $ 684,000
600000 1992 $ 487,000
400000
1991 $ 584,000
200000
0
1990 $ 1,065,000
Year
Total $ 6,962,000
6/15/2011 William F. Middleton
55. Systems & Services Sales -
Business Development & Account
Management
Markets Served:
– Critical
Environments
– Commercial Office
– Asset Management
– Government
– Industrial
– Healthcare
– Education
6/15/2011 William F. Middleton
56. Systems & Services Sales -
Business Development & Account
Management
Critical Environments
– Searle/Monsanto/Pharmacia
– Nycomed Amersham
– American Pharmaceutical Partners
– Medichem
– Morton Grove Pharmaceutical
6/15/2011 William F. Middleton
57. Systems & Services Sales -
Business Development & Account
Management
Critical Environments - continued
– Searle/Monsanto/Pharmacia
• Successfully managed full critical environment account
activities for over (10) years
• Sold and facilitated full time operations TSP to manage
projects, training and system maintenance
• Supported team approach to services, toolset built for
task tracking customer reporting tool
• Negotiated design build concept for new construction
• Initiated first ever, customized critical environment
applications and successful implementation
6/15/2011 William F. Middleton
58. Systems & Services Sales -
Business Development & Account
Management
Critical Environments - continued
– Searle/Monsanto/Pharmacia
• Administrated validation service solutions for GMP areas,
initiating the Districts’ first offering of this kind teaming
with corporate and CE districts successes
• Facilitated Design/Build/Negotiated Q Building Life
Sciences project, closed $2.3M, validated, Apogee,
extensive CE project, teaming with corporate CE support,
District BDM’s, multiple branches and operations
• Strengthened Turner Construction relationship
significantly
• Provided integrated BTS solutions of lab, critical
environments, fire alarm, CCTV, utilities services
6/15/2011 William F. Middleton
59. Systems & Services Sales -
Business Development & Account
Management
Critical Environments
– Nycomed Amersham
• Negotiated design build concept for new construction, totally
integrated Critical Environment lab solutions, Validation
Services, Fire, CCTV and Card Access
• Administrated validation service solutions for GMP areas,
initiating the Districts’ first standardized offering of this kind,
teaming with corporate and CE districts support staff
• Project team built high level of commissioning, company wide
standards that can utilized and supported efficiently for future
• Strengthened Gilbain G.C. and Amersham world-wide
relationship significantly for all segments of related Siemens
divisional offerings
6/15/2011 William F. Middleton
60. Systems & Services Sales -
Business Development & Account
Management
Commercial Office
– John Hancock
• Developed & sold business solutions: VAV DDC retrofit, full
time operator, chiller plant optimization, utility archive and
management, stack effect study, System 600 upgrades,
maintenance management
• Managed and administrated operations of (3) full time
engineering/specialists within TSP
• Maintained account development goals, systems sales &
extensive technical support program support with attractive
margins retained
– 1603 Orrington PC, 333 Wacker, 900 North
Michigan, Associate Center, United Methodist
6/15/2011 William F. Middleton
61. Systems & Services Sales -
Business Development & Account
Management
Asset Management/Government
– Cook County Department of Facilities
• Negotiated new business proposition providing full time
manager of system implementation services
• Database development of facilities assets over (40)
buildings and O&M procedures directing (32) trade
unions
• Facilitated off-site business strategy initiative with
district, corporate engineering, product management,
human resources and software partner
• Developed attached Asset Management business plan
addressing requirements to pursue opportunity
6/15/2011 William F. Middleton
62. Systems & Services Sales -
Business Development & Account
Management
Industrial
– Fel-Pro
• Team sold District’s first performance contract, $307K
annual guaranteed savings, full time operations TSP
• Negotiated new business proposition providing full time
manager of utility services within 3 year TSP
Healthcare
– St. Francis Hospital
– Ravenswood Hospital
– Grant Hospital
Education
– Evanston Township High School
– Fairview
6/15/2011 William F. Middleton
63. “STARS” Summary
Business Processes & Tool Sets
Business Development
“Salesmen of the Year” Award
Training & Performance Development
Initiative Strategic Accounts & Cross
Selling
Award recipient – Sales Stimulation
6/15/2011 William F. Middleton
64. “STARS” – Business Processes &
Tool Sets
Business Impact & Results
Strengths & – Service Growth
Achievements – Increased Customer Satisfaction
And Loyalty
– Navigator Frameworks &
– Value Creation
Estimating Training,
Worldwide Field resource, – Reduced Sales & Operations Costs
Best Practices Processes, – Improved Quality
Certification – Improved Sales & Ops Efficiency
– Effective Sales to Ops turnover
Services Compliment
– Reduced delivery costs
– Tools, links, rollout, Best – Increased customer/market
Practices, e-business and exposure
online collaboration, – Remain competitive
certification, Global
– Be recognized as an Service
standardization, Industry Innovator
sustainability, CSC
– Lessen TSP cancellation
– Employee attract/retain/sustain
6/15/2011 William F. Middleton
65. “STARS” – Business
Development Business Impact &
Results
– Service Growth
Strengths & Achievements – Increased Customer
– Lab for Sales, Pharmaceutical Satisfaction
module - solutions sets integration, And Loyalty
CE Business Plan, CE Business – Value Creation
Unit member, see CE Development – Reduced Sales & Operations
Path Presentation/ -presentation link Costs
– Improved Quality
Services Compliment – Improved Sales & Ops
– CE Service!!! , CEBU service Efficiency
participation, Sales & Ops – Effective Sales to Ops turnover
Development/Training, – Reduced delivery costs
Certification & Competency
– Increased customer/market
measures, Best Practices, e- exposure
business and online collaboration,
– Remain competitive
toolsets, implementation of
standards, market business tasking – Be recognized as an Service
Industry Innovator
& measurement ISS, Solution
Set/Top+ Service compliment, – Lessen TSP cancellation
Teaming, CSC – Employee attract/retain/sustain
6/15/2011 William F. Middleton
66. “STARS”- Salesmen of
the Year Business Impact & Results
– Service Growth
– Increased Customer
Satisfaction/Loyalty
Strengths & Achievements – Value Creation
– Selling process, 15 yr. revenue – Reduced Sales & Operations
generator, forecasting, customers & Costs
markets, teambuilding/work,
recognition, account management, – Improved Quality
service oriented, financials – Improved Sales & Ops
Efficiency
– Effective Sales to Ops turnover
Services Compliment
– Reduced delivery costs
– Selling services, sales & operations
support, teaming, Service Group – Increased customer/market
compliment, customer satisfaction, exposure
business development, market – Remain competitive
knowledge, financials, field – Be recognized as an Service
recognition Industry Innovator
– Lessen TSP cancellation
– Employee attract/retain/sustain
6/15/2011 William F. Middleton
67. “STARS”- Training &
Performance Development
Business Impact & Results
Strengths & Achievements – Service Growth
– Increased Customer
– 3yr. Ed Svcs./Sales Training
Satisfaction/Loyalty
commitment, met delivery budget,
exceeded performance criteria, – Value Creation
developed marketing piece, subject – Reduced Sales & Operations
matter expert delivery -Business Costs
Processes, Products- BAU & FIS, CE, – Improved Quality
Strategic & Fund. selling, – Improved Sales & Ops
Presentation, Communications & Efficiency
Acct. Mgmt. skill sets), Teaming
– Effective Sales to Ops turnover
– Reduced delivery costs
Services Compliment – Increased customer/market
– Development paths, Competency & exposure
Certification, Customer Training – Remain competitive
TSP-Baseline/Competency/Business, – Be recognized as an Service
Business Dev., Service Group Industry Innovator
compliment, Strategic Accounts, CE,
Initiative Rollouts – Lessen TSP cancellation
– Employee attract/retain/sustain
6/15/2011 William F. Middleton
68. “STARS”
Business Impact & Results
Strategic Accts. – Service Growth
– Increased Customer
Satisfaction/Loyalty
Strengths & Achievements – Value Creation
– Reduced Sales & Operations
– Development & Facilitation of
Costs
Initiative Rollout, Standards creation,
– Improved Quality
integration of LAMP, SBT exposure,
tools and sustainability – Improved Sales & Ops
Efficiency
– Effective Sales to Ops turnover
Services Compliment – Reduced delivery costs
– Existing Regional support, Existing – Increased customer/market
exposure
Toolset integration of Services within
– Remain competitive
new/existing initiatives, Account
Mgmt. Processes & standards, Service – Be recognized as an Service
Industry Innovator
Group compliment, ebusiness
– Lessen TSP cancellation
– Employee attract/retain/sustain
6/15/2011 William F. Middleton
69. “STARS”-
Business Impact & Results
Cross Selling – Service Growth
– Increased Customer
Satisfaction/Loyalty
– Value Creation
Strengths & Achievements
– Reduced Sales & Operations
– BAU/FIS/SES Goal & Costs
Synergistic focus, Executive – Improved Quality
level involvement & exposure,
– Improved Sales & Ops
financial tracking, Efficiency
organizational issues, FIS
– Effective Sales to Ops turnover
development
– Reduced delivery costs
– Increased customer/market
Services Compliment exposure
– Type 3 support, BAU – Remain competitive
SOC/Dist./Rep. service – Be recognized as an Service
solutions, PMD migration, CSC Industry Innovator
– Lessen TSP cancellation
– Employee attract/retain/sustain
6/15/2011 William F. Middleton
70. “STARS” – Business Impact & Results
– Service Growth
Award Recipient – Increased Customer
Satisfaction/Loyalty
– Value Creation
Strengths & Achievements – Reduced Sales & Operations
– Knowledge of Selling, Development Costs
& Certification, Bundled/Solution – Improved Quality
Sets delivery for Pharma, – Improved Sales & Ops
Mar/Com, rollout standardization, Efficiency
Teaming – Effective Sales to Ops turnover
– Reduced delivery costs
– Increased customer/market
Services Compliment exposure
– Remain competitive
– Services within new initiatives,
– Be recognized as an Service
Solution Sets/ , Corporate Industry Innovator
recognition/support/funding, – Lessen TSP cancellation
Service Group compliment – Employee attract/retain/sustain
6/15/2011 William F. Middleton
