Chevon International (S) Pte Ltd

Since its establishment in 1994, Chevon International (S) Pte Ltd has built a strong reputation in the design and manufacture of heat exchangers and pressure vessels. Guided by its vision of contributing to sustainable global progress, the company has consistently blended engineering expertise with a commitment to environmental responsibility.

As Chevon prepared to expand in Singapore and overseas, the leadership team recognised an important opportunity to strengthen its sales capabilities to better identify high-value opportunities, engage customers meaningfully, and enhance strategic selling practices.

Through the NACE@IAL Learning Enterprise Alliance (LEA) consultancy project in 2024, Chevon partnered with the Institute for Adult Learning (IAL) to uplift workplace learning, upskill its sales team, and unlock new growth opportunities.

Building on Strengths: A Timely Growth Opportunity

As Chevon prepared for expansion in Singapore, India, China, and Malaysia, the leadership team identified a need to strengthen internal sales capabilities. The sales team, rich in practical industry knowledge, relied heavily on personal experience and informal learning. To support growth ambitions, Chevon sought a more structured, consistent approach to sales and workplace learning.

The Turning Point: Partnering with IAL

Through the LEA project, Chevon embarked on a journey to:

The IAL workplace learning consultant worked closely with Chevon’s leadership, project champions, and sales engineers, bringing them through NACE@IAL’s DOCIE project methodology, deep dived into :

• Diagnosis: Needs analysis, stakeholder interviews, sales performance review
• Co-Creation: On-site mentoring, value chain analysis, capability transfer
• Implementation: Application of sales skills, development of effective presentation materials
• Evaluation: Performance review, feedback from team and management, comparison of pre- and post-training metrics

“We needed guidance to raise the knowledge, awareness, and improvement of our staff.”

Mr Lee Kok Cheong (Casey), Managing Director

A Collaborative and Supportive Journey

The project brought together perspectives from senior management, corporate leaders, and frontline sales engineers through a highly collaborative, co-creation process. Rather than adopting off-the-shelf solutions, team members were actively involved in shaping sales tools, frameworks, and approaches based on their real project experiences. This joint ownership helped strengthen buy-in, supported change management, and ensured that new practices were practical and relevant to Chevon’s day-to-day operations. Open communication, regular check-ins, and hands-on mentoring further reinforced a strong learning culture within the team.
 

“There was a constant update on the progress of the project.”

Ms Elaine Khoo, Finance Manager
 

On-the-ground mentoring proved to be valuable, allowing sales staff to apply newly co-developed strategies directly to real customer interactions. This hands-on approach boosted both confidence and capability, while reinforcing the relevance of the solutions introduced.
 

“I improved my communication skills and felt more motivated. New strategies helped me communicate better with customers.”

Mr Venkatesan Anandan, Engineering Manager & Sales Engineer

 

From Insight to Impact: What Chevon Achieved

Throughout the project, Chevon made meaningful, measurable improvements to its sales processes, team capabilities, and overall business readiness for growth. The initiative directly benefited 30 employees and strengthened the organisation’s foundation as it works toward its goal of achieving a 25% increase in annual revenue.

• Clearer Understanding of Market Opportunities - A comprehensive needs analysis provided deeper insight into customer requirements and emerging market gaps. This allowed Chevon to identify high-potential opportunities and refine its sales and marketing strategies with greater precision.

• Stronger Technical & Strategic Selling Skills - Through real-time, on-site mentoring, staff gained stronger confidence and capability in identifying customer needs, matching solutions to challenges, and communicating Chevon’s value proposition clearly. These improvements have enabled the team to engage clients with enhanced clarity and effectiveness.

• A More Systematic, Data-Driven Sales Approach - Chevon adopted new tools and structured methods to elevate its sales planning and decision-making. This included the deployment of the Value Chain Analysis (VCA) and a prioritisation matrix that helps the team systematically identify and target high-value projects. To further strengthen performance tracking, OKRs (Objectives and Key Results) were introduced, enabling the team to monitor sales metrics such as revenue forecasts, conversion rates, and project pipelines more consistently and transparently.

• Sustainable Capability Building - Two senior sales staff were trained through capability transfer to continue driving internal learning and coaching efforts. This ensures that the knowledge, tools, and processes established during the project remain embedded in Chevon’s culture long after the intervention ends.

A Stronger Foundation for Future Growth

With enhanced sales processes, clearer data structures, and a more confident team, Chevon is well-equipped to pursue its expansion plans across the region. The LEA project has helped nurture a culture of learning, reflection, and continuous improvement, supporting Chevon’s mission of delivering high-quality, environmentally responsible heat transfer solutions to the global community.

 

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