Introducing the Behavioural Review
Discover:
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Where behaviour is breaking down
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What that costs you
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What to do next
Make sure the right behaviours...
get chosen by your people
spread beyond
top performers
stand the test of time
Request your Behavioural Review
Fill in the form below and we'll be in touch shortly to get started.
Prefer email? Contact Mark or Virginia directly:
Most sales organisations have already invested well in training, methodology, enablement, and capable people.
The issue is rarely the quality of those investments.
It's that without the right conditions around them, even strong programmes struggle to produce behaviour that shows up consistently, spreads beyond your best performers, and persists over time.
The Behavioural Review
4-week timeframe
Fixed fee
Decision-ready output
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In four weeks, we'll identify where your system is preventing trained behaviour from:
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being chosen by your people in the moments that matter
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spreading beyond top performers, from one team to the next
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sticking once the launch push has ended
and what this is costing you in pipeline, win rate and ramp.
Developed by Dr Virginia Holden, inventor of the bag for life and a cognitive strategist with a PhD in behaviour change. Gini's methodology explains how behaviour is actually selected, transmitted and stabilised in commercial organisations.
And by Mark Savinson, a transformation leader with 40 years' experience and a track record of changing sales behaviour across global organisations. Mark has sold millions of pounds' worth of training and knows the industry from the inside.
Our mid-market & enterprise clients
A Behavioural Review is relevant to you if:
You've already successfully invested in training, enablement, methodology, or tools
Behaviour is still inconsistent across teams, managers, or regions
Your strong programmes aren't translating into reliable commercial execution
Top-performer behaviour is not spreading
Your managers are compensating for inconsistency rather than reinforcing repeatable habits
Sales, L&D, and finance can all see symptoms, but no one yet has a shared explanation of where the breakdown sits
Case studies
GLOBAL PROFESSIONAL SERVICES FIRM
47.3%
uplift in business within six months
Selection problem
A new CRM system generating less than 5% of expected ROI. People had been trained; the software had been configured to their requests. But the firm rewarded internal competition while the CRM required sharing — so the environment was selecting against the behaviour the technology depended on. Changing the incentive structure, not the software, unlocked adoption.
UK OPERATIONS & LOGISTICS BUSINESS
£350k
saved in the first month · 67% system adoption
Transmission problem
A new AI routing system rejected across the depot network because it appeared to threaten local expertise. The breakthrough came not from a wider rollout, but from changing who authorised the behaviour: the most protective regional manager was repositioned from resistance node to guardian of the new way of working. Once she moved, the rest of the network followed.
EUROPEAN ENTERPRISE TECHNOLOGY BUSINESS
£220m
over-delivery against target
Stabilisation problem
A Europe-wide salesforce that understood a new cloud proposition technically but would not sell it — because the motion felt like a threat to account ownership and identity. The intervention took 10% of local sales targets, embedded in-country specialists alongside account holders, and turned the new motion into observable, repeatable practice. Behaviour held because the system around it was redesigned to make it safe and rewarded.
In each case, the breakdown was not in the training, the tooling, or the people. It was in the system conditions around the behaviour.
What looks like a training issue is often a system issue
When the behaviours you trained don't get chosen under pressure, spread beyond a few high performers, or persist after the initial push, the result is familiar:
Inconsistent commercial execution
Avoidable forecast variance
Weak replication of high-performing behaviour
Strong programmes that underperform in practise
The three reasons why behaviour doesn't change
Most organisations have done the training. The right behaviours have been defined, practised, and signed off on. But then your people revert to their old way of working. The reason can be explained by three causes.
01 Selection
The behaviour does not
reliably appear when needed.
People may understand the method in principle, but under pressure they revert to what feels safest, fastest, or most familiar. The issue isn't awareness alone, it's what the environment is selecting in practice.
02 Transmission
The behaviour exists, but it does not travel.
There may be an 'I' over 'we' mentality. What works remains trapped within individual top performers, strong managers, or isolated teams. It does not spread reliably through the organisation.
03 Stabilisation
The behaviour appears briefly, then decays.
The programme happens. The language remains. The behaviour does not. Without reinforcement through management cadence, workflow, incentives, and local norms, the change fails to hold.
When organisations cannot distinguish between these three problems, they tend to respond with more activity rather than better diagnosis. The Behavioural Review is that diagnosis.
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WHY THIS MATTERS COMMERCIALLY
When behaviour is not translating into revenue-critical execution, the consequences are rarely confined to “adoption”. They show up as:
Inconsistent conversion across teams and managers
Uneven deal progression
Overdependence on individuals
Forecast distortion
Weak return on existing investment
Management effort spent compensating not reinforcing
This is why a Behavioural Review matters.
It creates a more disciplined starting point. Before adding more activity, you first examine whether the current system is allowing the intended behaviour to appear, spread, and persist.
OUR SOLUTION
Introducing the Behavioural Review
A focused four-week review that pinpoints exactly where your trained behaviours are failing to translate into consistent commercial execution, what these failures are costing you, and how to fix them.
4-week
timeframe
Fixed fee
at £20-25K
Decision-ready output
This isn't a generic audit. It's a comprehensive diagnostic using a framework built on cognitive science and three decades of sales transformation work.
Not sure if the Behavioural Review is right for you?
Start with a discovery session
45 minutes
Free
Mark Savinson & Virginia Holden
WHAT YOU RECEIVE:
A free, focused 45-minute conversation with Mark Savinson and Virginia Holden, built around one current challenge in
your business.
In the session, we will help you see whether one specific challenge looks primarily like a problem of selection, transmission, or stabilisation, and where the most likely friction sits. You leave with a clearer picture of where the behaviour is breaking down, and a candid view on whether the Behavioural Review is the right next step for your organisation. Standalone value regardless of next steps.
WHAT THIS IS NOT:
not another training pitch
not a generic discovery call
not an hour of unfocused free consulting
not a methodology replacement
not a request to discard what already exists
RELEVANT FOR
CROs & Sales Leaders
When performance varies too much across teams, managers, or contexts, and the organisation still lacks a clear explanation of why intended behaviours are not becoming repeatable practice.
L&D & Enablement Leaders
When you deliver strong programmes and sound methodologies, but the intended behaviours are just not translating reliably into day-to-day commercial execution.
CFOs & Senior Leaders
When investment in training, enablement, and improvement activity exists, but the organisation still lacks confidence that those inputs are translating into consistent revenue-relevant behaviour.
The Behaviour Gap Podcast - with Gini & Mark
Most sales training gets one thing right. Permanent behaviour change needs three.
The Behaviour Gap brings together Mark's 40 years of sales transformation experience and Gini's Cognitive Science expertise of how new behaviours actually stick, to work out why the gap exists, and what closes it.
Ⓒ 2025 Strategy to Revenue. All Rights Reserved.