Context

Wilink is a major insurance brokerage player in Belgium, operating through a network of 17 regional offices, each led by a local sales director / branch manager.

Before Salesrise’s intervention, the organization was facing several structural challenges:

Sales practices varied significantly from one office to another.

KPIs and performance indicators were heterogeneous, making global performance difficult to read and manage.

Reporting was not standardized, limiting steering capacity and strategic decision-making.

Communication between top management and branch managers lacked alignment and fluidity.

As a result, each office performed correctly on its own, but without a shared framework or common sales culture, limiting the company’s ability to scale its performance coherently.

Objectives

Wilink engaged Salesrise with a clear ambition:
Build a shared sales culture and management framework, without imposing a rigid one-size-fits-all model. The guiding principle was to align processes to people, not people to processes.

The objectives were:

Conduct a global diagnosis of the sales organization to identify strategic priorities.

Define a common sales management framework, including KPIs and reporting.

Align top management and branch managers around shared goals and priorities.

Strengthen the managerial skills of branch sales directors.

Ensure concrete, field-level and sustainable implementation.

Approach

The engagement was structured in several complementary phases:

1. Strategic Diagnosis & Alignment Workshops

Global assessment of existing practices

Identification of strategic priorities

Definition of key commercial challenges

Alignment of processes with human and organizational realities

2. Management Plenary Sessions (2024–2025)

Sales management and leadership practices

Performance management through KPIs

Implementation of a consistent, actionable reporting framework

Managerial posture and performance steering

3. Individual Field Coaching

On-site support for 16 branch managers

Participation in manager-team meetings

Practical anchoring of the tools and methods

Deployment of reporting tools and coaching techniques in real conditions

4. Executive Recommendations

Delivery of a structured recommendation matrix

Alignment between processes, roles, and responsibilities

Clear roadmap for the next steps of the transformation

Results

The impact of the transformation is both structural and cultural:

A more coherent and shared sales culture across the entire network

Managers better equipped to lead, coach, and drive performance

Improved global visibility for top management through consistent KPIs and reporting

Harmonized practices, while remaining adapted to local realities and constraints

Outcome: Wilink now benefits from a scalable, structured, and human-centered sales management model, enabling sustainable performance across its entire network.

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