With over 2,000 sales reps, Intel Security reinvents the way they manage sales compensation
Prakash Hariharan, Director, Go-to-Market Financial Systems and Jeff Brobst, VP, FP&A, explain why Intel Security moved off of spreadsheets and chose Anaplan to manage their sales compensation.View Transcript
Prakash Hariharan: Intel Security is world’s largest dedicated security company, with up to $3 billion in revenue and over 7,000 employees, which includes more than 2000 sales reps.
Jeff Brobst: Before Anaplan really were a spreadsheet-driven company—which meant proliferation, taking tons of time, lack of trust, and really poor execution. Really bad choices and poor use of resources was was costing us millions of dollars. Intel Security has quite a bit of applications in its stack—we’re an SAP shop, Hyperion Shop, OBIE, Civil Analytics. And all these systems really weren’t talking to each other, so a big part of our challenge was integrating the data into a cohesive planning and reporting system.
Hariharan: If I am not paying the commissions accurately, there is a 0.5 percentage correction in my commission payments that equals basically half a million dollars.
Brobst: We chose Anaplan in part because it’s a business driven application; it’s not IT-centric. IT has a very important role in the ETLs, but for actual modeling, we wanted to put that in the hands of the actual subject matter experts—we move much faster and get much better quality and adoption that way. Anaplan has really promoted trust and data-driven decisions, and we no longer have to rely on anecdotal data. And the other part of that equation is that we are much more efficient. We require fewer people, and we spend a lot less time on normal daily processes. At the end of the day, Anaplan has really changed how we think about planning and forecasting.
Hariharan: In order for us to start a commission process within Intel Security, it takes two weeks. Just doing this in Anaplan, just the consolidation itself, has reduced the time required from two weeks to one day—actually, not even one day. But just to be conservative, I’m saying it takes only one day.
Brobst: Anaplan is very powerful. It’s like nothing we have seen anywhere else. We have gigabytes and gigabytes of data, and our models can subscribe to any level of detail. There is no other tool that can handle that and have seamless calculations at the same time. We have both hard and soft ROIs—the hard ones are our processes, which are now taking weeks instead of months. We now have measured sales force satisfaction, we have removed 1.5 days out of every month, out of every quota-bearing rep—that’s 2,000 reps, so those are hard savings. Our system maintenance now requires a lot less time, and we use a lot fewer resources than we used in our legacy systems. On pricing: a one-point difference in our discounting generates $10 million—we have seen that for several points.
Before Anaplan, we used to spend most of our time—actually, on average, about 70% of time—collecting and transforming data. We have really flipped that by having everything in the Anaplan Hub. We no longer have to collect data and are spending our time modeling and analyzing.
Hariharan: Now we don’t have to run the process every day—we aren’t running them day and night—everything is is automatically done in Anaplan. Analysts don’t have to call us in the night if there is an issue; they know how to go into the system, and they can deliver the payroll to the payroll department.
Brobst: You know, Anaplan is interesting because I don’t think it actually has any true competitors. There is nothing that actually has the level of detail reporting power without running calc scripts and other things. The big ERP stacks are part of a stack and Anaplan isn’t—it’s the platform you can do almost anything with.