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Introduction
~$10M of Incremental Revenue on a ~$20M Base, in 13 Months
When I joined Motosel Industrial Group as CMO, the company had five product lines, a fragmented sales process and no cohesive marketing function. The mandate was to build the commercial infrastructure, align sales and marketing, and move revenue. Over 13 months the business added roughly $10M of incremental revenue on a ~$20M base, from three separate initiatives: B2B sales up 30%, a local blending agreement with FUCHS, and lubricant sales into the Lube City network. Gross margin improved 14% in four months. Two of the three levers were structural rather than sales effort: local blending removed an import freight cost that had suppressed profit for years, and new packaging formats fixed the economics that had already driven accounts away.
How I Turned It Around: Five Areas of Commercial Impact
Inherited a disconnected sales and marketing operation and rebuilt it into one commercial team, with structured sales playbooks, performance frameworks and clear KPIs. Led five account managers directly, and trained and coached around 150 people across the 29-location Lube City network.
Building and Aligning the Sales and Marketing Function
Built and ran the go-to-market across five product lines at once. B2B sales grew 30% through customer retention, larger order volumes and new accounts: three major accounts won and more than five lapsed major accounts won back.
Driving Revenue Across Five Product Lines
Improved gross margin 14% in four months. High-demand products were being imported from Chicago and freight was the main drag on profit, so I contracted local blending with FUCHS, which removed that cost, brought EU-certified products into the range and gave FUCHS a route for its slow-moving lines. New KEG and ECO packaging formats attacked the same freight and margin problem, and made the win-back of lapsed accounts possible.
Improving Gross Margins Through Operational Discipline
Opened food-grade lubricants, a segment Motosel had never sold into, where the purchase decision turned on certification rather than price. Won its first account on the strength of NSF H1/H2, Halal, Kosher and Pareve, CFIA and FDA 21 CFR 178.3570 certification.
Opening the Food-Grade Segment
Set up the SAP-based reporting and analysis system for the whole business, trained the team to get better data out of it, and integrated other platforms into SAP to run CRM. Forecasting accuracy improved 40%, and leadership could finally see commercial performance clearly: lead times shortened, the sales mix moved toward higher-margin products, and loss-making SKUs were retired and replaced.
Enhancing CRM and Pipeline Visibility Through SAP
~$10M of incremental revenue on a ~$20M base, in 13 months
01
30% B2B sales growth
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14% gross margin improvement in four months
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3 major accounts won and 5+ lapsed major accounts won back
04
40% better forecasting accuracy through an SAP reporting rebuild