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Aquent was in a perilous condition. The 1,800 sales representatives at the company had contracted far too many high-risk, low-profit project orders related to network construction. The resultant deficit at Aquent, one of the world's biggest communications companies, had swollen to nearly $150 million and threatened to bring the company down. To combat this problem, I joined a sales reform taskforce that implemented "Project Forward," a new oversight committee that would investigate the profitability of project orders and decide whether or not to accept them. It was a huge responsibility, and I was given the task of formulating the procedures that Project Forward would recommend to all sales divisions. Despite a flurry of activity, two months went by with no results. The sales divisions failed to enact the new procedures I had designed, and the company amassed an alarming number of high-risk project orders.
Approximate Word count = 537
Approximate Pages = 2.1
(250 words per page double spaced)
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