Intrapraneurialism (n): A code of behavior within an organization whereby individual employees are given freedom and financial support to create new products, services, systems, etc., without following business-as-usual protocols or conventional wisdom.
What does this mean for you? An entirely new way of using your existing talent and resources to achieve outstanding sales results while retaining your key performers for lasting success. Fabrizio Balestri provides proven, high-value expertise for growth-focused companies or companies looking to undergo significant change. As a passionate, committed part of your executive team, Fabrizio offers the following services:
- High-Energy Interim Executive Leadership
- Rapid Sales Team Transformation
- Organizational Realignment and Focused, Effective Business Plan Execution
- Comprehensive Operations Oversight and New Product Innovation/Marketing
- Special Expertise in Financial Services, Wall Street Consultation, and Start-ups
For additional information or to schedule a consultation,
Contact Fabrizio Balestri Today
Creative and Passionate
“Breeze embodies the qualities of some of the best entrepreneurs in business—both creative and passionate about his work, he helps inspire others to a high level of passion as well…” More
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Union Benefit Life
In the early 1990s, Union Benefit Life, a newcomer in the student lending industry, began utilizing an outreach technique that had never been used before in the student finance arena: direct-to-consumer marketing. Unfortunately, while this technique proved very successful in generating loan applications, it strained the relationship between Union Benefit Life (UBL) and college Financial Aid Administrators, who were not used to lenders taking such a proactive approach to market loans.
Within a year of UBL's entry in the business, Financial Aid Administrators (FAAs) nationwide had begun a brutal campaign of criticism against the company, most notably on the FAA's listserv, which featured email after email charging UBL with misleading advertising and deceptive mail practices. UBL's CEO contacted Fabrizio Balestri to help.
It's important to note that UBL was not doing anything wrong�they were getting the word out about an important and highly viable loan product that benefited many families.
In 1996, American Express announced they were entering the student lending industry�a decision that was met with tremendous goodwill throughout the financial aid marketplace. Having purchased Educational Funding Company shortly before, American Express had a strong core team, a few outstanding sales representatives, and the weight of a giant Brand to help push their cause forward.
However, as the company prepared to launch this new student lending division, it faced a unique marketing challenge: With a household name in financial services and a sterling reputation, how would American Express stand out in an industry that had already defined its role before it had even opened its doors?
This may not seem like a significant problem�certainly, American Express already had the kind of name recognition most companies longed to have, and the company was very well-respected. However, the student lending division had to grow its sales force from four to fifty in record time, which posed an immediate personnel challenge.