Evotix had just appointed Luke Williams as Head of Sales ANZ. His brief included building a BDR team from scratch — but with no BDR manager, no established playbook, and a new leader still acclimating to the business, that team would have consumed all of his bandwidth. Pointer ran a hiring day, selected three reps with zero prior BDR experience, and onboarded them while Luke was overseas. Within two months, those three were ranked #1, #2, and #4 globally out of 30 BDRs — outperforming reps with dedicated managers and up to 15 months of tenure.
The Key Question
How does a new sales leader build and ramp a high-performing BDR team when they're still learning the business themselves?
About Evotix
Evotix is a global EHS (Environment, Health & Safety) software company helping organisations manage safety, risk, and compliance. With BDR teams across multiple regions and a private equity partner driving growth, performance is measured against a global leaderboard.
The Situation
Luke Williams had just been appointed Head of Sales for ANZ. Like any new sales leader, he was drinking from a firehose — learning the products, the customers, the industry, the internal operations, and the deals already in flight. At the same time, he'd been briefed to onboard a BDR team to drive pipeline in the region.
There was no BDR manager in ANZ. Building and managing a team of new reps would have consumed the majority of Luke's time and energy — precisely when he needed to be focused on understanding the business and building the broader sales operation.
The Challenge
The timing was brutal. A new leader, a new market focus, and a mandate to build pipeline simultaneously. Most organisations would either delay the BDR hire (and lose months of pipeline) or rush it (and get mediocre reps who need constant management). Neither option was acceptable.
Luke came to Pointer to solve the problem.
The Solution
The Hiring Day
We ran a hiring day — the same structured, full-day assessment process we use for clients building teams at pace. We filtered through a large candidate pool to bring the 10 best to an all-day assessment event, then selected three to start simultaneously.
One candidate wasn't on Evotix's shortlist for the first cut. We told them to trust us and push him through. They did.
All three started on the same day — none of them had any prior BDR experience.
Onboarding Without the Leader Present
This is where the model proved itself. While Luke was overseas acclimating to the global organisation and getting up to speed on deals, customers, and operations, Pointer [onboarded and ramped](/train) the three BDRs. We taught them everything — prospecting, cold calling, objection handling, CRM workflows, and the Evotix value proposition. The team was operational and building pipeline before Luke had finished his first quarter in the role.
The Results Spoke for Themselves
Within two months, the three BDRs we hired in Australia were ranked:
Out of 30 BDRs across the company. Many of those existing reps had dedicated BDR management, established playbooks, and up to 15 months of tenure in the role. Our three had zero experience and two months on the phones.
The rep we insisted Evotix push through their screening? He became the top-performing BDR of all time at Evotix — by a significant margin.
What Happened Next
Records, Promotions, and Expansion
The initial cohort didn't just hit targets — they redefined them:
Luke called Pointer his secret weapon.
"Our new hires break records. Shorten ramp times. Elevate the business to a new level. So how do we do it? We do it through our partnership with Pointer. Pointer has cracked the code. The best people, the best fit and the best support. Roll it all up and the team at Pointer just simply do not miss." — Luke Williams, VP Sales APAC & Americas, Evotix
"To think that some reps don't get this level of support is scary. I am unequivocally better off because of the training and support Pointer provides." — Asher Berlinski, SC, Evotix
Building the Broader Team
While the BDR team was performing, we turned our focus to the rest of the ANZ revenue operation:
For every role, we didn't just post and pray. We built targeted lists of exactly who we wanted to speak to and contacted every relevant professional in the market. The result was a comprehensive talent map: every relevant contact in the country, their positions, who was strong, who wasn't. A pipeline Evotix could lean on for the next 10 years.
The Second BDR Cohort
Once the initial three were promoted, headcount was approved for five more BDRs. We ran another hiring day — same structured, all-day assessment format. The best five were made offers on the day and all started simultaneously, along with a newly hired BDR manager, for a curated, well-organised ramp.
Retention has been stellar. Performance has been consistent. And Luke was free to focus on building the organisation and the market.
The Results
| Metric | Detail |
|---|---|
| Global BDR ranking | #1, #2, and #4 out of 30 — within 2 months |
| Prior BDR experience | Zero — all three were first-time reps |
| Top performer | Pointer's pick became the #1 BDR of all time at Evotix |
| Promotions | All 3 original BDRs promoted twice (AE, AM, CS) |
| Total hires placed | 14+ across BDR, AE, CS, and specialist roles |
| Hiring days run | 2 (cohort of 3, then cohort of 5) |
| Talent pipeline built | Every relevant contact in the Australian market mapped |
ANZ broke records in every category. The BDR team that started with three first-time reps became the highest-performing region in the company.
Luke's Trajectory
Over the course of the engagement, Luke was promoted from Head of Sales ANZ to VP of all APAC, and eventually took over the North American market — purely on the back of exceptional performance. At a leadership conference with the private equity partner, when they were blown away with his results, Luke told them he could not have done it without the support of Pointer.