Category Archives: Carter Brown

June 1st, 2015

Richardson Welcomes John D. Elsey as New President and CEO

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Training Industry Executive to Lead Richardson; John D. Elsey Named New CEO

Philadelphia, PA — June 1, 2015 — Richardson, a global sales training and performance improvement firm, today announced the hiring of John D. Elsey as president and chief executive officer. Effective June 1, 2015, Elsey will replace Interim CEO Carter Brown, who remains a director of the Richardson Board. For the past 15 years, Elsey held C-suite positions with commercial training and education companies formerly owned by Informa Performance Improvement, most recently as president and CEO for ESI International — a global leader in strategy execution training solutions — and concurrently as president for the portfolio of four other training businesses within the group holding.

“John is a training industry veteran with a strong, global perspective and success in driving results. He is a proven leader who focuses on both top-line growth and bottom-line profitability, with international expansion a key element in his strategic thinking,” Brown said.

“John brings great value to Richardson with his demonstrated ability to work with C-suite customers of large, sophisticated organizations. He understands the subtleties of a conceptual sale and the operational, quality, and financial metrics of an exceptional business service organization.”

In leading ESI International, Elsey substantially grew revenues and margins while spearheading the growth and integration of the Americas, EMEA, and APAC businesses. He also established product development priorities and the go-to-market and brand strategy.

“I look forward » Continue Reading.

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February 10th, 2015

Measuring Sales Training Effectiveness

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Measuring Sales Training Effectiveness: When Quick and Approximate is Enough

When organizations invest in sales training, they are eager to know how their investments are paying off.

Learning the answer doesn’t take complex research design or studies of the sort published in scholarly journals. Quick and approximate measures are often enough.

The changes in behaviors and sales results post-training should be major, not minor ones. The need is for visible evidence to build a reasonably high level of confidence that the sales training intervention led to a material change in results.

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