Salespeople who stick to the script generate: 

26% more revenue per conversation 

21% better conversion rates 

Is excelling at government sales an art or a science? The unhelpful—but accurate—answer is that it is both. Great salespeople are often charismatic and articulate; however, they are just as often, and perhaps more frequently, methodical and consistent. 

Without an established blueprint for achieving this balance, how can organizations consistently foster sales success within the complex and information-rich environment of government contracting? And just how significant is the divide between average and top performers? 

Drawing upon more than 35 years of government contracting (GOVCON) experience, STAHL’s customer data indicates that, in transactional selling environments, there is a 59% performance gap between average and top-performing sales pro. That gap increases to a staggering 200% in highly complex sales environments such as federal government contracting. It does not take more than some quick napkin math to see that this gap has major financial implications.  

Given this fact, it is no surprise that STAHL USA’s Business Development (BD) and Contract Center of Excellence leaders are focused on elevating partner performance and closing this gap across its Best-In-Class Joint Venture ecosystem. In pursuing this objective, however, it is important to recognize a more human aspect of the government sales environment: there is a direct correlation between Account Executive (AE) agents’ experience and performance. Simply put, happy AEs perform better, and high-performing AEs tend to be more satisfied and engaged in their careers. 

In 2023, STAHL published its Sales Performance and Gap Analysis report for its partners, revealing a significant disconnect between top and bottom performers. The report found that organizations leave up to 58% of potential revenue unrealized.

More importantly, the analysis identified a practical path to narrowing that gap by highlighting four key behaviors that top performers execute more consistently and effectively than their peers: 

Setting the expectations: 

STAHL’s line of thinking—one that views sales performance as primarily behavior-driven—is widely shared across the industry. 

According to STAHL research findings, 67% of partner sales leaders in revenue-generating roles believe they have identified the key behaviors that drive partner conversion, and 85% believe that increasing adherence to these behaviors would improve overall sales execution. 

However, our perspective has evolved since our initial analysis of the sales performance gap, informed by a significantly expanded dataset of sales conversations and opportunity outcomes.

Through this broader analysis, we have found that performance is not solely driven by a fixed set of behaviors, regardless of how effective those behaviors may be in aggregate. 

In practice, there is no universal, one-size-fits-all playbook that applies consistently across every contract, industry, or pursuit type. Instead, improving predictability requires a more granular focus—linking behaviors to measurable outcomes, understanding the performance metrics used to evaluate top Account Executives (AEs), and analyzing the specific context of contract wins and partner conversions. 

This approach enables the development of a more structured and repeatable playbook. Importantly, this does not imply a rigid or scripted sales process. Rather, it provides a flexible framework grounded in proven behaviors and expected outcomes, allowing AEs to adapt their execution style while maintaining consistency in results. 

In the current market environment, this tailored, outcome-driven approach is not just beneficial—it is essential. 

Economic Pressure, Employee Turnover, and Emphasis on Outcomes 

While our politicians’ debate whether the U.S. is approaching or entering a recession in 2027, businesses are already operating under sustained economic volatility. Across industries, organizations are being asked to do more with less, and STAHL’s Business Development (BD) and contract centers are no exception.  

Over 50% of BD and contract center leaders identify employee turnover and operational efficiency—specifically the need to do more with less—as their top challenges. Taken together, these pressures speak to our BD and contract centers’ need to keep AEs happy, and to ensure they’re performing optimally: two goals we know to be closely connected.  

Perhaps because it is simpler to identify ways to drive sales than to keep our AEs satisfied, organizations tend to focus on the former. And, while the vast majority of BD and contract center leaders believe adherence to key behaviors drives sales performance, the preferred means of measuring that performance varies (STAHL-KPA & KPI metric reports).  

When asked how the measure adherence to the sales playbook process, 83% of BD and contract centers said they measure overall team effectiveness and outcomes against revenue targets, 55% said they measure all interactions against the playbook, and 45% said they sample calls to determine if representatives are following prescribed processes.  

Collectively, these findings suggest a clear pattern: while organizations track behavioral adherence, the primary focus remains on outcomes —particularly revenue performance. At the same time, research indicates that AEs who feel supported and perform effectively report higher levels of job satisfaction, reinforcing the connection between outcomes, engagement, and retention. 

So, rather than simply driving adherence to best practices, it’s time to take a more holistic approach that not only accounts for the pressure to perform but also considers the AEs experience and how to optimize it. With all of this in mind, STAHL has identified an updated set of its System Platform Step 0 Strategy (Playbook & Alignment Decision), Steps 0 (Process), and Step 0 Tasks (Verification) and Gate 0 Decisions that drive Sustainable, Repeatable, and Dependable outcomes. To illustrate the proven value of this three-step approach, we’ll first share success stories from industry-leading customers. 

References & Case Study here:  

Government: SEAPORT Task Orders 

BiC-1 Joint Venture Partners: THORBEN, TAPE, GUROO, and DIGITECH  

Managing Partner of the JV STAHL USA. 

STAHL USA CEO: Christopher Stahl STAHLUSA.US 

The Approach in Practice: Real-Life Results from Industry Leaders 

To validate this approach, STAHL analyzed its conversations over the past four years 2022 & 2026 – up from 140 programs in our first sales performance and gap analysis on ClearPoint’s JV-partner portfolio.  

STAHL’s proprietary WizOz platform uses a generative AI prompt Account Executives (AEs) in real time for performance behaviors and then track if those behaviors are being executed. By correlating behavioral intent, actual execution, and resulting business outcomes, STAHL is able to quantify the KPI impact of specific actions within high-value government contracting opportunities. 

Read on to learn about how this impacted all four of STAHL’s leading partner businesses (Stahl Consulting, BiC-1 LLC, G4i Staffing, and STAHL USA). STAHLUSA.US  

The top five Recruitment Process Outsourcing (RPOs) in the US wanted to increase promises to fill key contract positions in hard to fill pre-RFP contracts of the government, and the government gives no exception to its RFP criteria. STAHL turned internally to its partners and selected its partner DigiTech to help solve this problem through AI/ML.  

Powered by DigiTech, one of STAHL’s WizOz Platform applications, SourcePoint leverages generative AI to support recruitment operations. STAHL has developed structured processes to guide partner recruiters through strategic search criteria development, contract negotiation, and segmented applicant tracking system (ATS) workflows. 

These processes—covering strategy, segmentation, and data collection—are fully aligned with STAHL’s playbook. However, analysis revealed that partner recruiters were not consistently adhering to the defined playbook, data call requirements, and ATS workflows when engaging on pre-RFP contracts. 

They further observed that in cases where recruitment cycles were three or more iterations past scheduled Gate Reviews (Blue Team, Black Hat, and Pink Team—classified as highly delinquent process stages), partner contract records typically reflected a “promise to support and fill” commitment. However, in practice, this default response from partners resulted in significantly reduced effectiveness in recruitment delivery. 

In many instances, partners were required to renegotiate or seek additional outsourced support to fulfill commitments. Rather than enforcing a rigid contractual compliance approach, STAHL adopted a more nuanced, context-driven strategy over a 90-day period, incorporating input from STAHL management, DigiTech Account Executives (AEs), and partner stakeholders. 

This collaboration led to the development of a revised “negotiate-to-pay” model, introducing a 30% initial payment structure combined with a shared workshare arrangement on contracted recruitment services. This model consistently produced stronger execution outcomes than assuming full upfront payment for RPO services, which previously introduced higher operational overhead, increased execution risk, and reduced willingness among stakeholders to proceed with higher-risk bidding scenarios. 

This adjustment enabled STAHL to better map DigiTech AE behaviors to JV partner workflows, strengthening alignment across the ecosystem. It also fostered a more collaborative culture of empathy, transparency, and relationship-building across STAHL’s JV partners, including Thorben, Tape, and GuRoo (BiC-1.com).  

As a result, DigiTech’s strategic sales capability within the STAHL framework improved and now supports its broader government contracting (GOVCON) market entry and growth as an emerging small business. Rather than exiting the partnership or pursuing litigation over delinquent execution behaviors—which would have introduced risk across the entire ecosystem—STAHL preserved contractual integrity, improved delivery compliance, and increased the probability of contract win outcomes while reducing overall partner risk. 

A data management company wanted to achieve more sales of high-end risk monitoring and reporting on a channel management platform with data integration.   

As the STAHL team expanded and more Account Executives (AEs) began working remotely, leadership at a large nationwide Data Management partner organization required greater visibility into AE engagements with targeted agencies to effectively support and improve the performance of their 20+ AE team. 

Their existing tools depended on external contracting and a legal approval process before programs could be initiated. This created significant delays in execution, meaning AEs received limited real-time support, and any coaching, guidance, or event-driven enablement was often delivered weeks after the relevant conversations had already taken place. 

To address these limitations, the organization partnered with STAHL to improve transparency and enable real-time performance support through the WizOz platform. 

With the help of STAHL’s WizOz platform and generative AI, the company learned that AEs who are prompted to assume the sale see conversion rates of 46%, compared to only 34% if they fail to perform the behavior. Similarly, in conversations where AEs are prompted to intentionally take steps to discover the customer’s needs, the sales conversion rate is 29%, compared to only 7% in conversations where they do not.  

But equally important, the company also discovered that not all sales are created equal.  

Discounted sales are significantly more likely when a price objection is detected from the customer – 58% of Data packages are sold at a discount when a price objection is present. However, a sizable number of discounted sales are made without the price objection detected (42%) – suggesting that AEs may be leading with the discount rather than using it to overcome the objection due to lack of or latent process and support.  

STAHL’s models helped the company discover that some “top producers” were discounting on a large percentage of calls (even if no price objection is offered), which may indicate a lack of value-building skill in those AEs, presenting an otherwise-hidden coaching opportunity.

These are the sorts of customized results BD and contract center leaders can expect from STAHL’s three-step approach — now we’ll dig into the identified steps that enabled these outcomes. 

Three-Step Approach: 

How Generative AI Drives Dependable Outcomes 

Any AE will tell you that no two sales conversations are identical. And so, uncovering methods to improve sales performance necessarily requires a customized approach.  

We know that behaviors like setting expectations and assuming the sale are employed by top performers generally, but to translate that knowledge into business-specific success, BD and contract center leaders need an outcome-inclusive view of what’s working (and what’s not) to empower agents and improve sales.  

To that end, STAHL’s WizOz platform and generative AI identify key behaviors relevant to each of its partner businesses by ingesting thousands of documents and providing customers with diagnostic and reports used to adjust their current strategic customized playbook, thus creating a new, more powerful one that incorporates the identified behaviors into STAHL’s behavioral reinforcement.  

Here’s a deeper look at the three key elements of how STAHL leverages in this process: 

ONE – This means uncovering top performers and the behaviors they’re utilizing to drive sales, but it also means establishing a more detailed understanding of the strategic partner sales process. For example, an organization may know that their top performers use assumptive language at a far higher rate than bottom performers. But what words are they using? Which products or services specifically are sold and to whom and why, at a higher rate because of this behavior? Does it make a difference whether the conversation occurs on the phone, online, or via in-person? 

TWO – With a more detailed view of performance thanks to thorough discovery, STAHL’s WizOz Platform, and generative AI produce tailored guidance to allow businesses to hyper-focus on specific outcomes. For example, if a business aims to improve revenue per conversation, the instinct may be to push sales AEs toward channel or upselling.  

With STAHL’s WizOz Platform and generative AI, the business can understand which products or services are the most successful candidates for channel or upselling, which channel & upselling hints produce the best results, and how much additional revenue (on average) they can expect. As a result, BD and contract center leaders can target specific priorities with the confidence that they’re utilizing successful, sustainable, and repeatable strategies. 

THREE – Agents-Account Executives (AEs) don’t like to feel under-thumb, but they also don’t like to feel unsupported. Striking the right balance can be tricky, but STAHL’s WizOz Platform and generative AI simplify the act. Our BD and Contract center leaders can deploy proven processes to drive specific outcomes, so AEs feel more effective and in turn, happier in their jobs while maintaining flexibility to be human in their conversations. What’s more, STAHL’s WizOz Platform and generative AI identify customized coaching opportunities, so agents always have the support they need when they need it. 

Zooming in: A closer look at a big idea 

As with anything complex, interconnected, and multifaceted, STAHL’s three-step approach to longer complex sales gives increased velocity to your sales which requires a wide range of individual inputs to build WizOz into your overarching system. In this case, those inputs take the form of features—complementary capabilities that enable STAHL’s WizOz Platform and its generative AI components to execute each stage of the process described above. 

Some of the feature’s STAHL uses to drive revenue growth include: 

• WizOz – Behavioral reinforcement 

• PinPoint – Project Auto Cam – Summarization and Note Taking so that after-call work management doesn’t eat into productivity and (AEs) agents don’t get burnt out on rote tasks 

• SourcePoint – Capture Value Alignment (CVA) and Discovery Assessment provides insights into your BD and contact center operations, discovering pivotal, KPI-driving moments in your conversations and quantifying their value.  

• ClearPoint -Capture Knowledge Assisted to surface relevant information, improving (AEs) agents’ confidence and allowing them to focus on best practices 

• BidPoint – Virtual Proposal Center Real-time coaching to ensure (PDM) agents have on-the-call support 

• WizOz Outcome Insights: that harness STAHL’s powerful Insights capabilities to uncover a path to achieving specific and repeatable results 

Chris Stahl
CEO/Founder Stahl Companies
Phone: 703-445-3450 (O) | 240-701-2434 (C) 
Email: chris.stahl@stahl-companies.com 
Website: https://stahlcompanies.com
Address: 176 Wardensville Grade Winchester VA 22602 

1. Efficient Resource Allocation 

A resource management software enables businesses to allocate resources based on availability, skills, and capacity. It streamlines the process and ensures optimal resource utilization, avoiding overloads or underutilization. 

2. Real-Time Resource Monitoring 

By providing real-time visibility into resource allocation and usage, the software helps businesses track the progress and performance of allocated resources. This allows for proactive adjustments and prevents potential bottlenecks. 

3. Conflict Resolution 

Resource management software identifies conflicts or overlaps in resource allocation and assists in resolving them. It helps in avoiding scheduling conflicts and ensures smooth project execution. 

4. Demand Forecasting 

The software can forecast future resource needs by analyzing historical data and project requirements. This enables businesses to plan ahead, anticipate resource demands, and allocate resources accordingly. 

5. Reporting and Analytics 

Resource management software generates comprehensive reports and analytics on resource allocation, utilization, and performance. These insights enable businesses to make informed decisions, identify areas for improvement, and optimize resource planning strategies. 

How to Create a Resource Management Plan 

Creating a resource management plan involves a systematic approach to ensure effective resource allocation and utilization. Here are the key steps to follow: 

1. Define Project Goals and Objectives 

Clearly define the goals, objectives, and deliverables of the project. This provides a foundation for resource planning and helps determine the required resources. 

2. Identify Resource Requirements 

Identify the specific resources needed to accomplish the project goals. This includes personnel with relevant skills, equipment, materials, and budgetary considerations. 

3. Assess Resource Availability and Capacity 

Evaluate the availability and capacity of each resource. Consider factors such as working hours, shifts, and other resource allocation constraints. 

4. Allocate Resources 

Assign resources to specific tasks or projects based on their suitability and availability. Ensure that the allocated resources align with the project requirements. 

5. Develop a Resource Schedule 

Create a timeline or schedule that outlines when and how resources will be utilized throughout the project. Consider dependencies between tasks and adjust the schedule accordingly. 

6. Monitor Resource Utilization 

Regularly monitor and track the utilization of allocated resources. Identify any issues or bottlenecks and adjust as needed to optimize resource usage. 

7. Evaluate and Adjust 

After completing the project or at regular intervals, evaluate the effectiveness of the resource management plan. Identify areas for improvement and make necessary adjustments for future projects. 

By leveraging a resource management software, businesses can automate resource-related tasks, optimize allocation, and gain valuable insights into resource utilization and availability. It offers a comprehensive solution for enhancing productivity, reducing costs, and improving overall project outcomes. 

Desktop Versus Online Resource Management Software 

When choosing a resource management software, businesses can select between desktop and online solutions. Both options come with their own set of benefits and considerations. 

Desktop Resource Management Software Advantages 

Offline Access: Desktop software allows users to access and work on resource planning tasks without an internet connection. 

Enhanced Security: Data and sensitive information are stored locally, reducing the risk of potential online threats. 

Customization: Desktop software often provides more extensive customization options for specific business needs. 

Online Resource Management Software Advantages 

Collaborative Environment: Online software facilitates real-time collaboration among team members, enabling seamless communication and coordination. 

Accessibility: Users can access the software from any location or device with an internet connection, providing flexibility and remote working capabilities. 

Automatic Updates: Online software providers regularly update their platforms, ensuring businesses can access the latest features and improvements. 

Important Features of a Resource Management Software 

A resource management software offers a range of features that contribute to effective resource planning. Here are some important features to consider: 

1. Resource Visualization and Planning 

Visualize resource allocation across projects, tasks, or departments using interactive calendars, Gantt charts, or resource graphs. This feature provides a clear overview of resource availability and helps identify potential conflicts or gaps. 

2. Resource Tracking and Reporting 

Track resource usage, monitor progress, and generate comprehensive reports on resource allocation, utilization, and performance. This allows businesses to optimize resource management strategies and make data-driven decisions. 

3. Skills and Capacity Management 

Manage and track the skills, certifications, and capacity of resources within the organization. This feature assists in identifying appropriate resources for specific tasks and ensures that the right personnel are allocated to the right projects. 

4. Resource Collaboration and Communication 

Enable seamless communication and collaboration among team members involved in resource planning. This includes commenting, task assignments, and document sharing to enhance coordination and productivity. 

5. Forecasting and What-If Analysis 

Utilize forecasting capabilities to predict future resource needs based on historical data and project requirements. Perform what-if analysis to simulate different scenarios and evaluate the impact on resource allocation and project timelines. 

Resource planning can be divided into four distinct stages, each serving a specific purpose. Let’s delve into these stages: 

1. Initial Assessment and Requirement Gathering 

In this stage, project managers and stakeholders gather information regarding the project’s objectives, deliverables, and resource requirements. This includes identifying the necessary skills, equipment, and materials. 

2. Resource Allocation and Planning 

Project managers allocate resources to specific tasks or projects based on the gathered requirements. This involves determining the quantity, quality, and availability of resources needed to achieve project goals. 

3. Resource Monitoring and Control 

Once resources are allocated, monitoring their usage, tracking progress, and ensuring that they are being utilized effectively is crucial. This stage involves evaluating resource performance, addressing issues, and making necessary adjustments. 

4. Resource Evaluation and Improvement 

After completing a project or task, it is essential to evaluate the effectiveness of resource planning and identify areas for improvement. This stage helps refine resource planning processes for future projects, ensuring continuous enhancement. 

1. Initial Assessment and Requirement Gathering 

In this stage, project managers and stakeholders gather information regarding the project’s objectives, deliverables, and resource requirements. This includes identifying the necessary skills, equipment, and materials. 

2. Resource Allocation and Planning 

Project managers allocate resources to specific tasks or projects based on the gathered requirements. This involves determining the quantity, quality, and availability of resources needed to achieve project goals. 

3. Resource Monitoring and Control 

Once resources are allocated, monitoring their usage, tracking progress, and ensuring that they are being utilized effectively is crucial. This stage involves evaluating resource performance, addressing issues, and making necessary adjustments. 

4. Resource Evaluation and Improvement 

After completing a project or task, it is essential to evaluate the effectiveness of resource planning and identify areas for improvement. This stage helps refine resource planning processes for future projects, ensuring continuous enhancement. 

The primary purpose of resource planning is to optimize resource allocation, minimize wastage, improve productivity, and enhance overall performance. By carefully planning and managing resources, businesses can streamline operations, meet deadlines, and deliver high-quality results. 

Components of a Resource Plan

A well-structured resource plan consists of several key components, each playing a vital role in the overall success of resource management. Let’s explore these components in detail:

1. Resource Identification and Allocation 

Identify the specific resources required for the project or task and allocate them accordingly. This includes personnel with relevant skills, equipment, materials, and budget considerations. 

2. Resource Availability and Capacity 

Assess the availability and capacity of each resource to ensure they align with project requirements. Consider factors such as resource availability regarding working hours, shifts, or availability during specific periods. 

3. Resource Timeline and Dependencies 

Establish a timeline for resource allocation, considering dependencies between different tasks or projects. This helps in avoiding bottlenecks and ensuring a smooth workflow. 

4. Resource Cost and Budgeting 

Evaluate the financial aspect of resource planning, including the costs associated with acquiring and maintaining resources. Allocate budgetary resources accordingly and keep track of expenses throughout the project lifecycle. 

5. Resource Utilization and Optimization 

Efficiently utilize resources to maximize productivity and minimize waste. Optimize resource allocation to prevent overloading or underutilization, ensuring resources are used to their full potential. 

Important Questions to Ask When Doing Resource Planning: 

• What are the specific resource requirements for the project/task? 

• Are there any dependencies or constraints that could impact resource allocation? 

• How do we ensure the availability of resources when needed? 

• What is the estimated cost of acquiring and managing the required resources? 

• How can we optimize resource utilization to improve efficiency? 
  

Key Terminologies for Resource Planning 

To navigate the field of resource planning effectively, it is important to understand key terminologies associated with the process. Here are some important terms: 

• Resource Allocation: The process of assigning and distributing resources to specific tasks or projects. 

• Resource Capacity: The maximum amount of work or output a resource can provide within a given timeframe. 

• Resource Forecasting: Predicting future resource needs based on historical data, project requirements, and market trends. 

• Resource Loading: Assessing the workload of resources concerning their capacity and availability. 

• Resource Pool: A centralized repository of all available resources within an organization. 

• Resource Scheduling: Creating a timeline or schedule for resource allocation and usage. 

• Resource Tracking: Monitoring and evaluating allocated resources’ progress, utilization, and performance. 

• Resource Optimization: Finding ways to maximize resource efficiency and productivity while minimizing waste.