Seven years running a cross-Atlantic sales floor
I ran the Moroccan branch of LINK FRANCE, an outbound prospecting centre for the Canadian consumer market. My team generated the pre-sales, and my partner in Canada closed them. My main job was building a team that stayed.
- Company
- LINK FRANCE · Morocco
- Role
- Co-manager
- Period
- Jul 2010 – Nov 2017
- Market
- Canada · B2C outbound
people at peak, on a 30-seat floor
stable core team members, by design
pre-sales per advisor on average
best conversion rate
Two sites, one pipeline
- Outbound calls to Canadian consumers
- Recruitment, training, daily management
- Telephony, CRM and quality control
pre-sales
- Closing the sales my team generated
- Local operations
Every day ran on remote coordination across the Atlantic.
A stable core instead of constant churn
My partner and I disagreed on how to staff the floor. He favoured pure, hard turnover. I chose to keep a stable core of 18 trained people and limit rotation to 6 seats.
Constant hiring, short ramp-up, knowledge leaves with every departure.
Experienced advisors carry the results and train the newcomers, so turnover stays contained.
Recruit & onboard
Took part in hiring and ran the onboarding of new advisors.
Train & develop
Trained the teams and managed skills development over time.
Manage turnover
Kept rotation on 6 seats so the core could stay.
Set up the tooling
VoIP telephony (Asterisk), CRM and call recording for quality control.
A stable, trained core carries the results. That was my bet then, and I still manage that way.
Retention as a strategy
Treating stability as a performance lever, not a cost.
Remote partnership
Seven years of daily coordination with a partner on another continent.
Ops meets tech
Running the floor meant running the telephony and CRM too.