Mott Corporation Case Study: We are generating more revenue than we expected, faster

1 April 2026

“We are generating more revenue than we expected, faster”. This is how Kyle Johnson from Mott summarizes the outcome of their SPE engagement with Ballistix.

Mott Corporation is a manufacturer of advanced porous-metal filtration and flow-control systems. They sell globally to industries such as aerospace, food and beverage, bioprocessing, industrial automation, and healthcare.

Before Ballistix, Mott operated with a traditional sales and customer service model. Sales conversations took place in the field. Customer service team members were assigned specific accounts. This limited growth because field salespeople were restricted by location and the difficulties of arranging face-to-face meetings. The account-based approach to customer service created bottlenecks and frustration when assigned CSRs were on vacation or sick leave and couldn’t handle customer requests.

Today, Mott Corporation has a customer service team with no assigned accounts and that operates on a first-in, first-out (FIFO) basis, and one central internal sales team that works in tandem with the field team.

“Previously, we had individual operators assigned to individual accounts,” explains Kyle. “If that operator was off sick or on leave, our service levels were impacted. This is no longer the case. Now any CSR can help any customer.”

Mott’s sales team had also fallen into the trap of servicing key accounts at the expense of new business development. The suggested solution was to build a small inside sales team to focus exclusively on sales. The Mott team was skeptical about whether an inside sales team would work at their company, given the technical nature of their products.

“We’re delighted to say that our inside sales team has exceeded all our expectations,” says Kylie. They are actually outperforming our field sales team, which is why we are increasing the size of the team”.

But getting there didn’t come without its obstacles. It took time to rebuild the customer service team on a FIFO basis without assigned accounts. Team members had to be cross-trained on all 2,000-odd accounts while maintaining service levels on quotes, orders, and queries.

“At least once, we had to revert back to the old model to clear backlogs during the transition”, recalls Kylie. “The transition was hard, but the results justified it. Service has improved significantly; customers now confidently contact any team member rather than being tethered to a single operator”.

Concerns were also raised that sales couldn’t be made over the phone, and suitably qualified salespeople would want to work inside. “We didn’t expect inside sales to come up to speed so fast,” adds Kylie. Not only would people talk to them, but they could close deals without the need for field visits. Our inside sales person is currently having 40-50 sales interactions with prospective customers per week with an average queue size of 90 opportunities.