How Fusion GBS turned a GTM redesign into real behaviour change with sales coaching

Fusion GBS sales coaching case study at a glance

In the video above, Robin Booth covers:

• Why generic training wasn't fit for purpose in a high-value, low-volume sales environment
• How coaching helped his team move from analysis paralysis to consistent pipeline activity
• The leading indicators of behaviour change he's already seeing across the team
• Why an external perspective adds value even the best internal leaders can't replicate
• What he'd say to any sales leader considering MySalesCoach

What sales problem was Fusion GBS trying to solve?

Fusion GBS had spent 18 months redesigning its go-to-market. The strategy was clear and the team was smart. But the gap between the new direction and day-to-day selling behaviours was proving hard to close.

Robin Booth, UK Sales Director at Fusion GBS, says:

"Everyone's very intelligent, everyone gets it. But what we were struggling with was how that translates through to people's day-to-day."

The team faced a specific set of challenges:

• New logo acquisition in a highly competitive market where every prospect already has a solution in place
• High-value, low-volume deals where generic training frameworks fall flat
• Reps with deep relationship skills but limited outbound pipeline generation experience
• Individual blockers like analysis paralysis slowing deal momentum
• No structured pipeline planning embedded across the team
• Leadership stretched across reporting, strategy and coaching, without enough bandwidth for all three

Why Fusion GBS chose 1:1 sales coaching over traditional sales training

The traditional training route wasn't the answer. Fusion GBS sells high-value, complex deals to CXO-level buyers, so a generic "do X calls, get Y meetings, close Z deals" model simply didn't apply.

Robin Booth needed something tailored that could meet his team where they were. Robin says:

"We needed someone to come in, listen to our problem statements, and get us help. Traditional training just wouldn't have worked: getting everyone in a room to be told how to sell when they don't understand what it is we're selling and the problems we're solving wasn't going to be a good investment of time or money."

What made MySalesCoach different wasn't just expertise. It was the outside perspective. Robin puts it this way:

"We're very guilty of drinking our own Kool-Aid. Sometimes it takes that third party to say: no, it's good, but this is what will make it great."

How MySalesCoach coached the Fusion GBS sales team

Each member of the Fusion GBS team received 1:1 expert sales coaching aligned to their individual challenges. Alongside this, Robin Booth received leadership support in his role as UK Sales Director.

Matching coaching to each rep

Coaching was matched to each team member's specific goals and development areas, rather than delivered as one programme for the whole team.

Starting from what was already working

For the Fusion GBS team, external validation turned out to be just as valuable as the tactical coaching itself. Early on, having someone credible confirm that their approach was right, and spot where easy wins were being missed, gave reps the confidence to act.

In one case, a detailed objective assessment of a team member's sales attributes revealed exceptional scores across consultative selling, comfort discussing money, and avoiding approval-seeking behaviours. Rather than exposing gaps, the coaching session used those strengths as a foundation. It built on what was already working while targeting specific development areas like outbound hunting and pipeline generation.

Robin Booth says:

"Early doors with MySalesCoach, that's what really helped: the validation of what they were doing was good. Because going back to how hard it is to land new logos, it can be soul-destroying sometimes."

Complementing the sales leader, not replacing him

Robin is still very much in the driving seat as a leader. MySalesCoach adds a layer he couldn't provide alone. Robin says:

"Having that critical eye is incredibly useful, because they're going to spot things which I don't spot, or they don't spot, because we're biased."

What results has Fusion GBS seen from sales coaching?

The leading indicators of behaviour change are already there across the Fusion GBS team. Robin Booth, UK Sales Director, says:

"We've seen an uptick in activity. We've seen an uptick in qualified pipeline. And I've seen more time and effort being put into the planning and targeting of prospects."

Reps are also using AI and internal sales tools more consistently.

Robin says of the pipeline plan:

"I'd argue last year they didn't really have a pipeline plan. Now they do, and that forms part of our MBR and QBR process. We've been trying to do that for a long time."

Individual reps changing how they sell

By Q1 2026, one team member was tracking towards what would be Fusion GBS's best Q1 performance on record. The coaching work had focused on sharpening persona-specific outreach: clearer messaging, tighter pain-point articulation, and more targeted value statements by buyer type.

Other examples stood out across the team:

• One rep, a self-described sufferer of analysis paralysis, is now markedly better at taking an idea and running with it.
• Another rep, who had historically mined existing accounts, is building the outbound cadence he'd never needed before.
• A third rep, during a cold calling push into a new insurance-sector target, reached a live prospect and came away with qualified intelligence. The prospect was mid-implementation of a new tool, so the timing was wrong, but the conversation gave the rep a clear hook for re-engagement. Problem-focused messaging, refined in coaching, made the difference.

Fusion GBS now plans to expand MySalesCoach to its US team.

How long did it take Fusion GBS to see results from coaching?

Fusion GBS started coaching during its full go-to-market redesign. The coaching is continuing, with plans to expand to the US.

Robin Booth is clear-eyed about the timeline for ROI in a high-value, long-cycle business. The first change came early: validation that the team's approach was right gave reps the confidence to act. The leading indicators are already there: an uptick in activity and qualified pipeline, and by Q1 2026 one team member was tracking towards Fusion GBS's best Q1 performance on record.

What other sales leaders can learn from Fusion GBS

• A new go-to-market strategy does not change sales behaviour on its own. The gap usually sits between the strategy and what reps do day to day.
• Generic activity-based training rarely fits high-value, low-volume sales to CXO-level buyers. Coaching matched to each rep's goals does.
• Starting from a rep's strengths builds the confidence to act, especially in new logo acquisition where rejection is constant.
• Coaching sticks when its output becomes part of existing rhythms, such as pipeline plans reviewed in MBRs and QBRs.
• External coaching works best alongside the sales leader, adding a critical eye that internal teams can't provide on their own.

Robin Booth's advice to other sales leaders:

"Know your team, know where the gaps are, and look yourself in the mirror: what can I help with, and what can't I? Be very honest with MySalesCoach, with your salespeople, and with the leadership around you. If you go in with that clarity, it's a really good investment."

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