"My proudest moment as a manager was when my team and I completed an overhaul of the company's sales process, resulting in a significant quote-to-close ratio for the organization. For quite some time, we were losing sales, and talented sales reps, to our competitors. During exit interviews, there was a common theme that our system was antiquated and that our company was not competitive enough to keep competitive sales reps engaged and interested. One of the most significant issues was that our company still relied solely on cold calling to start relationships, and we tried to move too quickly to close on the initial call. Our sales team had become known as pushy in our industry and not relationship-focused. Over the course of a few months, I collected the feedback that our department received. Then, my team and I created a pitch to present to the leadership team. We suggested introducing 'new school' sales systems that focused on helping the customer and putting them first. It took 8 months to build out a new sales program, and we officially launched the new method 3 months ago. This project was a significant undertaking but entirely worth the effort. Our surveys have shown a major boost in client satisfaction, and our closing percentage has already increased by 14 points. Next up is to finalize our sales training and onboarding process. I am currently working with our HR department to shift how we attract new sales talent, ensuring that any new hires will fit well with the customer-first culture we are working hard to cultivate. By working on this project, I felt very proud of the hard work my team put in. We looked critically at the feedback we received and persuaded the leadership team to move away from 'how it's always been done.' This experience has taught me that a company should always be agile in it its sales methods, keeping an ear for what their customers and their team members are saying."