ASLAN Training
Alessandra Andreozzi Pallozzi has a diverse work experience. Most recently, they have been working as the Director of Client Engagement at ASLAN Training and Development since June 2022. Prior to this, they worked as an Oncology Territory Manager - Iron at Daiichi Sankyo, Inc. from December 2019 to March 2022. Alessandra also held the role of Account Manager at Smith & Nephew from May 2019 to December 2019. Before that, they worked as a Specialty Pharmaceutical Sales Representative at Daiichi Sankyo, Inc. from May 2018 to March 2019. Alessandra also has experience working at ADP, where they served as a District Manager from August 2017 to May 2018, Associate District Manager from June 2016 to August 2017, and Sales Apprentice from February 2016 to June 2016. Additionally, they worked as a Bartender at Blu On The Water from June 2014 to June 2016 and at Gianfranco's Ristorante from October 2009 to January 2016. Lastly, they served as a Luxury Suite Attendant at Gillette Stadium from January 2013 to November 2015.
Alessandra Andreozzi Pallozzi completed their high school education at LaSalle Academy from 2005 to 2009. Alessandra then attended the University of Rhode Island from 2009 to 2013, where they earned a Bachelor's degree in Kinesiology. In 2012, they obtained certifications in CPR, AED, and First Aid from the American Heart Association | American Stroke Association.
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ASLAN Training
Our commitment is to helping organizations "bridge the gap" in their sales force execution. We focus on the improvement of sales and service organizations by creating and delivering competency and skill development programs and processes. Our experience and process of serving others first has proven to create the greatest positive behavior change in both the professional and personal life of our participants - the principle: private victory precedes public victory. Based on our research and collective experience, we have determined these 4 critical components for driving positive change. VALUES Belief drives behavior. Bottom line - what are your company's values around how reps work with customers and how managers work with reps. When those aren't defined, simple and transferable, we believe that the foundation for lasting, positive behavior change is missing in an organization. LEADERSHIP Change doesn't happen in workshops. Workshops contribute to change . . . but real change happens one to one - manager to rep. In order to drive change, sales leaders - from managers to executives - need to know how to lead, diagnose gaps, and develop skills and competencies in the individuals on their team in a 1-on-1 environment. REPS No rep is alike. Understanding how to improve their performance starts with understanding how their role lines up with the 11 Unique Sales Roles, how their strengths and weaknesses differ from other individuals, and what competencies need to be developed to improve the bottom line and their confidence. TACTICS An organization can do everything else right, but if reps are not equipped with a process, realistic and informative performance metrics, and messaging that communicates the organization's position and combats objections, even the best of them will fizzle out in frustration and sell poorly. When reps aren't provided with methods, message and metrics, they'll come up with their own.