JD Case Study · Synchrony
AVP, Analytics — Health & Wellness Sales
Synchrony is not hiring a report-writer. It is handing one senior IC the measurement system for a four-team B2B sales org — 200+ inside and outside sellers covering 280,000+ healthcare providers — plus the provider performance data mart underneath it and the executive dashboards the divisional CEO reads. The job is to make sales performance legible: one set of governed definitions, goal attainment everyone trusts, and root-cause answers that say whether a miss came from coverage, contact, conversion, or provider production.
What they’re actually buying
Strip the title down and the mandate is: own the truth layer between four sales teams and the executives who fund them. Goal setting and attainment tracking, KPI definitions that mean the same thing in every deck, a data mart that survives evolving source systems, and test-and-learn measurement on every data-driven selling initiative — with SAS and SQL doing the staging and hygiene work daily, offshore analysts coordinated instead of colliding, and every deliverable executive-ready because the divisional CEO is a regular reader.
How I’d own it — first 90 days
Days 1–30
Reconcile the definitions
Sit with each of the four sales team leaders and Sales Enablement; inventory every metric currently reported and where its number comes from. Audit the provider performance data mart — feeds, staging jobs, metric views, known breaks. Reconcile goal, attainment, and funnel definitions across SAS, SQL sources, Salesforce extracts, and Tableau until one provider count and one attainment number survive every deck. Meet the India-based analysts and map who produces what.
Days 31–60
Ship the governed reporting layer
Rebuild the executive dashboard set on governed metric definitions with a documented lineage from source to tile. Stand up the goal-setting and attainment cadence for all four teams from one model, so inside vs. outside and dental vs. the other verticals are comparable by construction. Route recurring production to the offshore team with definitions and QC checks attached — coaching, not queue-clearing.
Days 61–90
Measure a selling initiative properly
Pick the quarter’s flagship data-driven selling initiative with Sales Enablement and wrap it in test-and-control measurement: matched provider panels, a pre-registered readout, and a lift number with a confidence interval. Size the top two provider growth opportunities as business cases with dollars attached, and present both to the platform leadership team — the deep-dive and the one-slide version.
Signature analysis: the provider coverage-to-production funnel
The measurement move: never let a team’s miss stay one blended attainment number. Decompose it into coverage, contact rate, initiative engagement, and provider production — each stage has a different owner (territory design, sales management, enablement, product) and a different fix. Four teams reported on one decomposition is how a 200-seller org argues about actions instead of numbers.
Illustrative figures to demonstrate the method. No Synchrony or provider-confidential data is used; the operating logic is the deliverable.
Requirement → proof
The same engine
Every requirement above runs on one engine — capacity math, full-funnel decomposition, governed metric definitions, experimentation, and executive scorecards — that I have already shipped in public for a consumer-financing book. Point it at 280,000 healthcare providers instead of a lease-to-own portfolio and the machine is the same: the funnel gets a provider at the top, the leak gate guards the data mart, and the CEO gets one number that means one thing.
Run the sales-capacity model →The hard part of this role isn’t the SAS or the SQL — it’s making four sales teams, an enablement org, an offshore pod, and a divisional CEO all argue from the same number. That’s a governance and decomposition problem, and this page is the free sample of how I’d run it. — Paul Brown