Your data tells you what’s happening.
This work helps you find out why.
The problem you can see isn't always the problem you need to solve. Understanding what's really driving performance means looking beyond the numbers, challenging assumptions and identifying where change will make the greatest difference.
Conversion is down.
So you invest in sales training.
Attrition is high.
So you rethink recruitment.
Performance isn't improving. So you introduce more accountability.
But what if the problem isn't sales capability? What if it's who you're recruiting, how people are managed, the behaviours your bonus structure rewards, or the environment they're working in?
But what if you're recruiting the right people into an environment that makes it difficult for them to succeed? Better recruitment won't fix management misalignment, unrealistic expectations or a lack of support.
But what if people already know what's expected of them? What if the real barriers are conflicting priorities, unclear processes or decisions being made elsewhere in the business?
CASE STUDY · UK LIFE INSURANCE BROKERAGE
£2.9m
Increase in revenue over 18 months
A regional life insurance sales operation was averaging 39% of target.
Rather than starting with more training or performance initiatives, the work began by understanding what was really driving results: leadership, structure, recruitment and day-to-day standards. Every change that followed was built around those findings.
Average monthly revenue rose from £801k to £963k, average target attainment went from 39% to 100% over 18 months, and quality was sustained above 90%. Within three years, it became the highest revenue-generating site in the business.
CASE STUDY · UK LIFE INSURANCE BROKERAGE
Is the business designed to achieve what its owners want from it?
A growing life insurance brokerage had ambitious plans for its future.
The challenge was establishing what the business needed in place to achieve them. The operating model was developed by answering three questions.
01
What must be true for a life insurance sales business to succeed?
Life insurance is an industry that is easy to misjudge. The starting point was identifying what successful businesses have in common and establishing the essential requirements for consistent performance. This produced seven pillars, which formed the foundations of the design.
02
What business do the owners actually want to build?
Their commercial ambitions, priorities and the culture they want. A business can be designed to perform well without being the business its owners want to run.
03
What needs to exist to bring the two together?
The seven pillars and the owners’ ambitions were combined to design the operating model. This became the blueprint for the business.
THE RESULT
A clear standard to build towards and to judge future decisions and investment against.
I’m Amy Sorrell.
I use business psychology, root cause analysis and systems thinking to examine how people, processes, leadership and organisational structures interact to influence results. Because the problem showing up in one part of a business often originates somewhere else.
I started my career on the phones. Over the next two decades, I worked across sales, operations, recruitment and organisational development, including 11 years at one of the UK's largest life insurance brokerages, where I spent the last decade as a business psychologist.
I've experienced the commercial reality, studied the psychology and worked across the systems that influence performance.
Today, I bring those perspectives together to help protection businesses understand what's really happening beneath their results and make better decisions because of it.
