Case Study:
RMIT University
Sales and Relationship Management Capability Transformation
Executive Summary
Between 2019 and 2021, RMIT University engaged Remarkable Results to lead a comprehensive transformation of its business development (BD), relationship management, and industry engagement capability. The university faced significant challenges in pipeline management, sales capability, industry engagement strategy, and operational execution, requiring a structured and scalable approach to drive repeatable and sustainable growth.
This transformation involved implementing a BD Operating System and BD Management Operating System, focusing on capability uplift, structured industry engagement, process standardisation, sales training, and leadership coaching. The initiative provided clear KPIs, CRM process refinement, and a structured BD playbook, ensuring a consistent and high-impact approach to industry engagement and revenue generation.
As a result, RMIT experienced improved BD performance, stronger industry partnerships, increased pipeline visibility, and a more structured, scalable approach to business development. The programme also adapted seamlessly to COVID-19, integrating digital engagement strategies and virtual collaboration tools to maintain momentum during disruption.
Background
RMIT University is a globally recognised institution, known for its strong industry links and focus on applied learning. By 2019, however, the university’s BD and industry engagement strategy faced key structural and operational challenges:
Fragmented Industry Engagement: No consistent, repeatable BD process led to missed opportunities and limited strategic alignment
Lack of BD Capability & Structure: BD teams had inconsistent skill levels, and no centralised playbook or training framework
Pipeline Management Challenges: The lack of structured pipeline-building processes made forecasting and growth unpredictable
CRM Inefficiencies: RMIT’s CRM system was under-utilised, leading to poor visibility of industry relationships and deal progression
Limited Sales Leadership & Coaching: BD leaders and teams lacked structured coaching and performance metrics, impacting deal conversion rates
COVID-19 Disruption: The shift to remote working required rapid adaptation, including virtual BD engagement and new sales enablement tools.
Recognising these challenges, Remarkable Results was engaged to design and implement a structured, repeatable BD framework, aligning industry engagement efforts with RMIT’s long-term strategic objectives.
The Sales and Relationship Management Capability Transformation Solution
The transformation was built around two core frameworks:
The BD Operating System – Providing a structured, scalable framework for consistent BD execution, relationship management, and opportunity management
The BD Management Operating System – Enabling leadership oversight, performance tracking, governance, and BD team accountability
These frameworks were embedded into RMIT’s BD function through the following key initiatives:
1. Business Development Capability Uplift
BD Training & Sales Coaching:
Delivered structured BD capability uplift training for business development professionals and relationship managers
Focused on pipeline building, deal qualification, opportunity progression, and negotiation strategies.
CRM Training & Sales Process Optimisation:
Improved pipeline tracking, opportunity forecasting, and industry relationship visibility through structured CRM training
Designed CRM workflows and reporting templates to enhance deal progression and accountability.
BD Playbook Development:
Created a structured BD playbook, outlining a repeatable, high-impact approach to BD and industry engagement.
2. Industry Engagement & Pipeline Growth Strategy
Refining RMIT’s Industry Engagement Model: Developed a clear, structured approach to industry relationship management to ensure consistency across faculties
Sales Demand Model Implementation: Introduced a structured demand model to increase qualified industry leads and high-value BD opportunities
Salesforce Optimisation & Deal Progression Tools: Addressed pipeline gaps and forecast inaccuracy by embedding deal qualification and progression frameworks.
3. BD Leadership Coaching & Sales Enablement
Executive Coaching for BD Leaders: Provided one-on-one leadership coaching for BD managers, aligning leadership strategies with industry engagement objectives
KPI Framework & Performance Measurement: Established clear KPIs for BD professionals, tracking engagement depth, deal progression, and revenue impact
Sales Enablement & BD Process Reinforcement: Ensured BD leaders had the tools and frameworks to coach their teams effectively, embedding long-term capability uplift.
4. Change Management & Cultural Transformation
Stakeholder Engagement & Organisational Buy-In: Ensured alignment across faculties, research teams, and BD professionals to create a unified industry engagement approach
Cultural Shift to High-Performance BD: Encouraged a data-driven, results-focused BD culture, reducing inefficiencies and aligning teams with strategic objectives.
5. COVID-19 Adaptation & Digital BD Transformation
Virtual Sales Training & Digital Engagement Strategy: Rapid transition to remote BD execution, including virtual collaboration tools and online coaching sessions
Redesign of Industry Engagement Model for Virtual Delivery: Integrated remote BD engagement frameworks, ensuring that industry partnerships remained active during the pandemic.
Implementation Timeline
Phase 1: Strategy & Foundations (Jan 2019 – June 2019)
Discovery workshops & stakeholder alignment
BD Operating System & BD Management Operating System design
CRM workflow refinement & industry engagement framework development.
Phase 2: BD Capability Uplift & Process Implementation (July 2019 – Dec 2019)
Rollout of BD playbook & structured BD training
CRM training & sales enablement coaching
Implementation of industry engagement value proposition.
Phase 3: Performance Measurement & BD Leadership Coaching (Jan 2020 – June 2020)
KPI framework implementation & structured BD scorecards
Leadership coaching for BD managers & senior executives
Refinement of pipeline-building strategies & demand model.
Phase 4: COVID-19 Adaptation & Virtual Sales Transformation (July 2020 – Jan 2021)
Virtual BD coaching & remote engagement model rollout
Redesign of industry engagement process for virtual delivery
Enhanced CRM integration & pipeline tracking tools.
Outcomes & Impact
The RMIT Sales and Relationship Management Capability Transformation delivered significant, measurable benefits, including:
Increased BD Capability & Team Performance:
Over 50 BD professionals trained in structured BD methodologies
Improved deal qualification & industry relationship management.
Stronger Industry Partnerships & Revenue Growth:
Increased engagement depth with high-value industry partners
Improved pipeline forecasting & industry deal conversion rates.
Optimised CRM & BD Processes:
30% increase in pipeline visibility & forecast accuracy
More efficient deal progression & sales demand modelling.
Successful COVID-19 Adaptation:
100% transition to virtual engagement with no loss of industry activity
Integration of long-term digital collaboration strategies.
Key Takeaways
A structured BD Operating System is critical to sustained BD success
A well-defined industry engagement strategy ensures consistency & repeatability
Performance measurement & BD leadership coaching drive long-term impact
Change management & cultural transformation enable high-performance BD teams
Virtual sales adaptation is a key success factor in modern BD strategy.
Conclusion
The RMIT Sales and Relationship Management Capability Transformation positioned RMIT as a leader in structured BD and industry engagement. By integrating a BD Operating System, capability training, and performance measurement frameworks, RMIT has built a sustainable, scalable BD function that continues to drive growth and innovation.