WORLD WIDE SALES VICE PRESIDENT/DIVISION HEAD
• Well-rounded, global and geo multiple product line leader—SW/HW, Systems Integration, Outsourcing/Managed Services, Learning Services, Business Consulting—for Tier One IT SW and services leaders. Transformational leadership of 440-strong teams, comprising sales, marketing, channels, consulting, operations delivery and facilities. Four sales awards and highest rating sales executive for two companies. Biggest contract in X company’s Asia Pacific’s history: $140M.
• Grew (with my team) company’s APAC business unit signings $600M in 3 years, becoming best performing global unit, Y by $175M in 1 year, Z by 9-fold in 2 years and M’s US sales tripled in 2 years.
• Turned around 5 sales teams (50-317 people) in the United States, Asia, Middle East, Latin America and Australia with vastly differing skill levels, cultures, challenges and routes-to-market channels: partners, field and inside. Created blended selling models, comprising consulting, sales and vertical insights.
• Marketing leadership to enable sales and partner teams, size markets, create and manage portfolios, gather and leverage competitor intelligence, deploy national executive relationship marketing programs and thought leadership programs, e.g X’s National Energy Forum and utility and banking industry surveys.
• Ability to cold call CXOs and engage in strategic discussions reflected in winning $US68M-140M+ outsourcing contracts; and management of accounts, individually delivering $19M+ in annual revenues. Numerous $1-5M deals for such managed services as network, desktop, applications and security.
• Led dispersed sales operations teams from scratch stretching across multiple geographies (and integrating these with sales/marketing/finance teams) to drive sales efficiency and effectiveness programs, such as sales plan design, territory/quota allocation, training, sales metrics and cadence. Deployed multiple CRM programs, globally and regionally. Drove adoption of forecasting tools and dashboards, account and pursuit management. Led talent management and sales compensation for achieving specific goals, such as revenue attainment, signings/account growth, complex deals and cross-functional teaming.
• Sourced and managed 48 partners, orchestrating successful world-wide, cross-company partner pursuits for $100M+ deals. Ecosystem partners include TCS, CSC, Infosys, IBM, HP, Oracle, Citrix and Microsoft.
• Verticalized offering development leadership for Finance, Communications, Public, Education, Health, Retail and Utilities, across 30 countries with GTM strategies and solutions. These included patient-centric clinical processes for healthcare, core banking and customer care/insight for the finance sectors, end-to-end learning pathways for education, utility and telco billing, and E&U regulation, trading and risk management solutions delivering up to $180M in annual revenues.
• Orchestrated annual business and sales plans for BUs earning $3.6 billion in annual revenues: determined strategy, budgets, offerings, competition, positioning, partners, GTM, investments, people and skills.
2007-current Identity concealed
VICE PRESIDENT SALES, GLOBAL SOFTWARE LEARNING SOLUTIONS
USA
Global leadership roles for technology SaaS skills leaders who provide cloud, networking, mobile applications (including gaming) development, security, desktop IT learning solutions for Tier 1 vendors. Solutions comprise learning management software, training, certification and courseware. Hired to rejuvenate under-performing companies and flagging sales teams. Team comprises field, channel, inside, operations through 9 direct reports, in APAC, Americas and EMEA, and 48 partners world wide. Clients include U.S. DoD, Verizon, HP, Intel, Canon, Sharp, Dell, Ricoh, DHL, Governments and 6,000+ high schools and universities. $12M operations budget.
• Growth: Won 3 awards in 2010 from leadership group for breakthrough sales growth. Company lifted sales 36% CAGR between 2008-2010 without breakthrough products, entering 17 overseas markets, eliminating 14 sales positions and achieving 26% EBITDA growth. Since 2007 and in a multi sales theatre context:
- Tripled US sales with company now represented in over 50% of America’s 100 biggest school districts. Re-set leadership team, refreshed sales force, re-set quotas and redesigned sales plans, increasing the number of sellers attaining quota by 85%. Devised new Routes to Market to improve deal and key account management.
- Doubled sales in Asia through whole of country deals in Malaysia, Taiwan and market entry into Vietnam, Indonesia and Thailand. Key enterprise deal with Lenovo China.
- Doubled sales in MEA through enhanced CXO relationship marketing and large deal sourcing in multiple countries while cutting expenses 40%.
- Sales in Latin America have doubled due to $1M+ deals in Mexico and Brazil.
- Lifted UK sales to $1.1M in 2010, up from $200k, by a channel shift that cut $600k in sales expenses.
- Boosted large deal management: Large deals rose $14M, up from $2M in 2007.
• Sales operations: Drove sales efficiency, effectiveness and readiness through new sales operations capabilities, yielding business headlights (through geo metrics, regular cadence calls and web dashboards) and better decision support and geo forecasting.
• Partner management: Structured and evangelized alliance visions, driving collaboration across multiple industry verticals and countries, reinforced by redesigned commissions that drove partner collaboration and partner enablement tools. Recruited 18 second-tier distributors and re-sellers in 2009 and a further 16 partners in 2010, re-negotiating additional partner commitments of $12M in 2010. New U.S. partners enhanced market coverage, achieving 140% YoY channel growth. Created U.S. channels team to re-set ties with strategic partners.
2005-2007 Identity concealed
VICE PRESIDENT, SALES & MARKETING ASIA PACIFIC, FINANCIAL/TELECOM SERVICES
USA and Singapore
VC funded software start-up with genuinely leading-edge IP network security technology (2005 Red Herring Winner) that alerts zero day and DDoS network attacks in seconds, generating packet signatures, and ACLs on the fly. Led Go to Market strategies to enter Asia, drive demand generation, align product development with market needs, and forge partnerships with top tier partners. Member of the executive team with P&L. Hired to position the company for sale, a goal achieved by selling to NASDAQ company.
• Sales Execution: In 5 months, cold-called 65 Asia Pacific telcos/ISPs and banks, usually winning access at ‘C’ level and engaged 232 members of their extended network/security teams. Results: Built a $9M pipeline from scratch, up 300% on 2004. With one-quarter of the sales resources, achieved five times the orders of the combined international sales team, doubling our installed base in 12 months. In 7 weeks (all from cold calls) persuaded Allied Bank, Hutch, M1, Maybank, Kasikorn Bank, and China Trust Bank to trial us.
• Product Innovation: Created integrated and verticalized solutions to address Asia’s specific skills and business issues. Drove development of a 10GE speed solution (up from 1 GE), automatic DDoS/worm mitigation (previously manual), integration with well-known vendors and a beta SPAM solution. Results: At Thailand’s biggest ISP, sold a 10GE solution, before we had it, cutting True’s network costs. Managed delivery risk achieving True’s Board-set deadlines and successfully positioning us for sale to a key True vendor. 70% of our 2007 revenue came from solutions generated in 2006.
• Partner Management: Established Go to Market partnerships at the field level with global and regional SIs and distributors in 10 countries, bridging relationship gaps. Examples in Thailand include HP at Bangkok Bank, G-Able at True and ACA at Kasikorn Bank; in China, IBM at China Telecom and Sinogrid at Sina.com; and, Alcatel at Telecom New Zealand. Developed integrated business solutions, imbedding my offerings into solution stacks and led contractual negotiations for NDAs, MOUs and master services, IPRs. Drove joint GTM solution marketing, training, demand generation and pipeline development, revenue sharing and service levels.
• Solution Design: Led technical field based teams at banks, telcos, and ISPs, assessing their architecture, applications, and networks to improve their security policies and processes. Translated security requirements into solutions that marginalized competitors and which were communicated at a code level and integrated with firewalls, routers, switches, BRAS, and IPSs.
2004-2005 Identity concealed
GENERAL MANAGER, WESTERN REGION
Asia Pacific
Global IT company with annual revenues of $US43B. With P&L, provided sales/marketing, channels, operations, GTM, portfolio, people, strategic, and financial leadership for a 440-strong team. Led a 28-person Oracle Solutions Center, a 24-person Web Solutions Center 2 data centers and a $13M joint venture in the Department of Health.
Offerings included Managed services; Outsourcing; Consulting and Benefits Realization to modernize public infrastructures, processes and working cultures; Health care patient centric strategies, including case management systems; Shared services; ERP; ECM; PAZ; Applications Development, including customized Microsoft mobile solutions; and, Energy project management services. Clients include Chevron, Woodside Petroleum, McDonalds, Utilities and numerous Government departments, such as Health, Police, Treasury and Motor Vehicle Insurance.
• Sales Growth and Transformation: Overhauled our field sales and consulting engagement processes, enhancing market coverage, sales productivity tools, deal visibility, enabling talented sellers and consultants to triple signings (while the rest of company was declining) from a targeted $US55M to $US170M for FY2005. Turned around the Systems Group in 4 months from chronically missing quarterly targets (and slated for closure) to one exceeding its 1H 05 targets. Grew gross margins by 64% through tighter channel management. Drove creative messaging, branding, and event activities (client and staff) to build new relationships, better partnerships and service existing clients.
• Channels: Drove incremental channel revenue growth of 19% in FY 2005, re-casting relationships with partners like Microsoft, IBM, EMC, and Sun, anchored by shared revenue plans, solution sets, account mapping, orchestrating teaming amongst multiple divisions of Fujitsu. Result: In Q1 05 we did more business through IBM than in the entire previous year. Recast relationships with Microsoft.
• Large Deal and Account Management: We won a $US140M desktop outsourcing contract after being earlier viewed as a non-contender. Led pursuit teams that extended a 5-year (up from 3-year) $US68M Dept of Health contract for applications development, enterprise architecture, and project management to support finance (Oracle), EDIS (McKesson) and imagery (GE Ultra) HR, clinical costing, medical imaging and record tracking, pharmacy and theater management. Overcame a previously poor relationship. Renewed multi-million dollar contracts with Bank of Queensland and Government Insurance Office, repairing relationships that seemed broken. Account GM for Police and Health accounts, billing $US34M in yearly revenue. Led successful ERP (Oracle Financials) campaigns at Departments of Health and Police.
• Strategy and Operations: Led market sizing, competitive analyses, portfolio definition, market positioning, and business plan formulation. Assessed relevant market research, performed competitive analyses, evaluated market trends and translated customer data into action-oriented marketing plans. Owned sales plans, compensation, key staff retention programs and employee communications programs.
• P&L Execution: In 5 months, led my business from 88% of plan for FY2004 orders to 117% of plan. My region became our best for FY2004 (April 04-March 05), setting new highs for profitability, revenue, and orders. 2004 revenue exceeded plan by 122%, representing 37% YoY growth or $12k growth per FTE. PBT rose by 26% YoY with PBT per FTE rising by 38%. Expenses were cut 5% by FTE and practitioner utilization rates rose 11 points to 96%.
• Acquisitions & Teaming: Integrated Fujitsu’s acquisitions, sculpting a blended sales team comprising sales, delivery, consulting, and technology capabilities that could assure clients of our capabilities to drive their performance metrics. Broke silo mentalities by creating a multi-LoB revenue team.
2000-2004 Identity concealed
ASIA PACIFIC SENIOR SALES MANAGER
Asia
I drove sales through a 317-strong field sales/inside sales/channels force segmented by 6 industry verticals, such as Finance, and covering 12 key countries, for eBusiness infrastructure – the software, hardware, OEM, consulting, and maintenance, underpinning networking & integration services, infrastructure support services, and business continuity and resiliency services. Cascaded sales targets of $US3.6 billion revenue, $2.5 billion in signings and $980M profit. Elevated from the position of Regional Sales Manager Greater China after 8 months, where I had a sales quota of $US51M.
Offerings: SI, ERP, Outsourcing and managed services, CRM, Core banking, Supply chain, Digital media, and Convergent billing. Clients included Governments in Greater China, Singapore, Japan, Australia, Singapore Health, JP Morgan, Standard Charter, Ping An, Bangkok Bank, DBS, Cathay Pacific, P&G, CNN, Walmart, Disney, and 7-11.
• With key sponsorship, established and re-engineered X’s sales organization and growth enablers – people, culture, processes, and offerings. A key task was rapidly transitioning from a reactive, maintenance focused organization to a client-centric, consultative selling oriented organization. Results:
➢ Sales Growth: Over-achieved all management performance reviews, winning a special signings award in 2004. Despite sweeping organizational changes, X set profit records and grew non-MA signings $600M in under three years. Key outsourcing, managed services and infrastructure deals included: DBS: $US679M; SK Telecom: $120M; Cathay Pacific: $51M, Kookmin Bank: $22M; PCCW: $11M; Bharti Airtel: $11M; Optus: $9M; Hong Kong Dept of Immigration: $21M. Bigger Deals: In the wake of our ‘Big Deal Campaign’, contracts became larger. In 2002, we closed 14 deals over $US5M. In 2003 we closed 26 deals over $5M. Our 1Q 2004 pipeline had 28 deals over $5M. The number of deals between $1M-$5M rose 600% YOY 2002-2003. Cross-selling: Within our Communications vertical, drove cross-selling initiatives worth $700M to telcos in India, China, Australia, Korea, Japan, and Hong Kong.
➢ Channels and On-Demand: Enabled our channel and partner (e.g., Cisco) strategy, maximizing market reach and cutting cost of sales by rolling out a multi-tier, CRM-linked channel marketing program, ensuring that the right channels (VARs, Regional SIs, BPs, Distributors, Re-sellers) were used for the right customers/deals. This was enabled by joint revenue plans, horizontal and vertical solution sets, investments, training, joint presentations and communication to both evangelize and build awareness. For selected customers worked with key partners/customers to develop an on-line order and fulfillment capability, ensuring automatic renewal of maintenance contracts.
➢ Sales Operations: Maximized sales force productivity and operational management through better sales plan and territory/vertical design and deployment, predictive metrics, win-loss analyses, training, opportunity management automation, tools, and procedures. Results: Forecasting improved dramatically, 200+ employees joined leveraged sales plans in 2002 and orders rose sharply on the back of signings weighted commission plans. Created a market verticalized, solutions focused sales force. Seller face time rose in 2003 by 23% and sellers exceeding sales targets rose by 33%. Oversaw account plans for our top 100 clients. Improved opportunity management in 2003 by deploying Siebel CRM across Asia Pacific, supplemented by graphically-compelling dashboards. A similar dashboard was developed to pinpoint individual sales skill needs. Drove training of our entire sales force in our Sales Methodology, complemented with industry sector training.
➢ Financial Services Market Development: Rolled out financial services solutions across APAC, such as branch customer care and insight, payments (e.g., image-based check processing, wholesales payments, card offerings) and core banking, which helped drive $US900M in 2003 revenue. Key wins included Bank of Bangkok, Standard Chartered (India), ICBC, ICICI, and Kookmin Bank. In China, I helped drive ATM OEM sales and partner strategy. Between 2001-2004, our APAC Financial Services sales eclipsed Europe and were only narrowly behind the Americas.
➢ Strategy: Drafted BU’s APAC business and sales strategy – a Fortune 650-sized business with 6,500 FTEs – drawing upon internal/marketing data to lift internal business performance, optimize portfolio strategy, market segmentation, and achieve sales transformation.
➢ Offering Development: Drove solution roadmaps across 6 market verticals, enabling larger deals through richer solutions, e.g., for Media, rolled out digital media solutions and for the Retail sector, point of sales and self service, and bill payment kiosks.
1998-2000 Identity concealed
Utilities, Government and Energy Services
SENIOR MANAGER, BUSINESS DEVELOPMENT
Asia Pacific
With 1999 worldwide revenues of $12 billion, Ernst & Young supplied financial, IT and consulting services to one-fifth of the Business Week 100. I devised and executed sales, marketing and eCommerce strategies and marshaled and coached a national team of 42 professionals to package and sell solutions, such as PeopleSoft, to key energy and government accounts. Hired as a change agent to develop a direct sales capability to address a weak and inward looking sales culture too dependent on single partners. Sales quota of $8M.
Offerings: Smart metering, trading operations, ERP, supply chain, de-regulation consulting, risk management, taxation, audit, M&A and organizational design.
• Sales Growth: With the sponsorship of National Utilities Partner, transformed account management for key clients – Sydney Water, Energy Australia, and Integral Energy. Broadened the sales mix, drove cross-selling, and tightened relationship marketing. Result: FY99 revenues from these companies rose from $950,700 to $9M in 12 months, 35% of this from products not part of our portfolio a year earlier. Cross-selling revenues alone from Integral Energy exceeded total IE sales for FY1998. My accounts contribution to the national utility budget jumped from 9% to 53%. Ranked #1 seller in a 35-strong sales team
• ‘C’ Suite Outreach: Established, then deepened, relationships with 27 energy CEOs in 6 months – every one from cold calls. Conceived the E&Y National Energy Forum, a Big 4 marketing first, to develop our brand, thought leadership, and enhance CEO dialogue. Our December 1999 roundtable attracted 17 utility CEOs and leading government figures. JV allies identified the Forum as a key reason for supporting E&Y in a successful $2M Carbon Offsets Federal consulting project.
1996-1998 Identity concealed
DIRECTOR, INTERNATIONAL BUSINESS DEVELOPMENT & MARKETING
Location hidden
IBG is the export and investment attraction group for the State Government. Recruited as a turnaround agent to infuse the Department with commercial skills, I led a diverse team of 26, managed sales offices in Australia, London, and Tokyo, and drove sales, alliances, and marketing. With a global client base of 228 multinationals, my Group facilitated $990 million annually in export and investment business. Member of the executive team that led 255 people, controlled a $65 million budget, and set SRD-wide goals and strategy.
• Led pursuit teams that won investment deals for shared service centers worth $570 million in 8 months from new clients such as Samsung, Lucent Technologies, HP, Global One, and Philips. Drove a marketing strategy for transforming Sydney into an Asia Pacific service hub by moving into then-new growth markets, such as call centers.
• Lifted productivity in IBG by 45% by redeploying people, redesigning work processes, learning from suppliers and customers, and introducing a performance culture. Our new telemarketing initiative boosted sales force efficiency by identifying 47 multinational accounts in 6 weeks with ‘footloose’ expansion plans of $220 million.
1993-1996 Identify hidden
Executive Office of the Chairman and CEO
SENIOR GOVERNMENT RELATIONS EXECUTIVE, WORLD WIDE
Tokyo
Fortune global investment and trading conglomerate with annual earnings of $US33 billion from communications, automotive, industrial, energy, and infrastructure in 86 countries. I advised their Tokyo-based executives on business, investment, and thought leadership. Promoted after a year.
• Bolstered Itochu’s access to key Asian markets by working with US/Asia CEOs to win support from the Clinton Administration and Asian leaders to cut regional trade barriers, improve investment protection, and lift infrastructure spending. Result: All 18 APEC countries implemented PBF recommendations, boosting our annual revenue for generator sales by $27 million in year one. Itochu’s CEO was re-appointed and the Japanese Foreign Ministry hired company as a consultant.
• Provided daily analyses to our top 44 executives on emerging market opportunities (e.g., airport construction in China). Built strategic relationships with key political and business elites and positioned us as a leader on emerging market issues through such fora as the WEF and the Trilateral Commission.
Education
Master’s Degree: Top 3 US University
Leading university in the Asia Pacific
Bachelor of Arts (4-year degree with Honors) in Government. Double major in Economics |
