Case Studies

I DELIVER VALUE BY:

Streamlining processes to do more with less (OM, Analytics)
  • Increased deal throughput and sales productivity thru creation of a ‘centralized order system’

  • Initiated practice to uncover hidden revenue opportunities and cost savings directly resulting in an incremental $2.1 million in sustainable annual revenues

  • Streamlined contract approval processes resulting in shortened contract closure times, a 15% increase in sales productivity, and a 10% increase in related functions’ productivity

  • Integrated pricing, routing, billing and other upstream systems, increasing routing productivity 40%, reducing rate entry and billing errors 25%, and improving overall business processes.

Identifying and leveraging opportunities to increase sales productivity (IC, Territory)
  • Modernized global incentive compensation structure, accelerating sales growth (>20%)

  • Architected new territory assignment model, optimizing for equity, efficiency, and equilibrium for each customer segment

  • Achieved four consecutive years of improved RFP win rates as RFP volume doubled

  • Created and led weekly executive “Value Team” to evaluate non-standard proposals. Evolved it into essential decision-making body supporting strategy formulation and revenue forecasting.

Uncovering and resolving issues before they become problems  (Alliance Project, Analytics)
  • Developed innovative analytical framework, pivotal to the success of a strategic customer engagement pilot

  • Re-aligned sales operating expense and headcount budgets with revenue targets

  • Pioneered “Daily Profit & Loss” dashboard application, enabling multiple views of daily operating performance. Evolved into essential decision-making tool at all organizational levels up to the CEO.

  • Spearheaded programs to maximize margin yield, including migration from revenue to margin based commission structure, substantially contributing to Company’s first EBITDA positive results

Recruited to build and lead a newly-created Global Sales Operations function for this market leader in corporate tax software and services. Hire, train and lead a lean, customer-focused team, supporting 100+ sales, business development, and alliance professionals across several continents. Recognized for proactively expanding the scope of the role and selected to serve on Sales Leadership and Business Owner teams.
  • Modernized global incentive compensation structure, accelerating sales growth (>20%)

  • Architected new territory assignment model, optimizing for equity, efficiency, and equilibrium for each customer segment

  • Increased deal throughput and sales productivity thru creation of a ‘centralized order system’

  • Achieved four consecutive years of improved RFP win rates as RFP volume doubled

  • Developed innovative analytical framework, pivotal to the success of a strategic customer engagement pilot

  • Re-aligned sales operating expense and headcount budgets with revenue targets

  • Revamped sales dashboards and report analytics driving >15% annual growth 

  • Synchronized internal sales ecosystem to improve customer experience, from negotiation thru contract execution, customer on-boarding and revenue recognition

Alliance / CRM Story (?)

Leveraging Alliances was determined to be a big strategic component of future growth 

There was no systematic or discernable way to capture alliance successes or provide commensurate incentives 

Led effort to reconfigure SFDC to capture alliance activity and success via a customized field, and integrated this data into IC plans

 

A rousing surge in alliance collaboration and success helping to transform the initiative from a good strategic idea with a bottleneck of information to a highly successful operational venture with a virtuous cycle of free-flowing information.

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Territory Story

High growth requiring more complex territory planning accounting for a number of factors

• No systematic process or objectives for determining territories

• One sales segment growing to multiple segments

Architected new territory assignment model and accompanying rules of engagement. Grew one segment (corporate) into five (corporate, mid-market, small, micro, BizDev)

 

New territory assignment methodology assured optimization for rep equity (fairness), efficiency (contiguous and adjacent to rep location), and equilibrium (non-disrupting with minimal changes), curtailing complaints from sales personnel while maximizing productivity and allowing for fair basis of comparison between sales reps.

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Incentive Comp Story (Good)

To accelerate sales, convert “fixed” incentive comp structure to a true variable “pay for performance” one

Salespeople had little “skin in the game” with desired behaviors and results sometimes at cross purposes with the incentive compensation structure (e.g. stop selling activities once quota achieved a la the Ross Perot story). 

Co-developed multi-parameter balanced incentive compensation model to motivate desired salesperson behaviors regardless of quota status or time of year. 

 

Sales increased 32% with sales employee satisfaction improving significantly. Manager- rep discussions became more focused on results.  Reps trying to “game” the system did so to both theirs and the company’s benefit.  Defections of top salespeople were eliminated

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Analytical Framework Story

Sales leadership wanted to pilot an account management model to supplement traditional new sales model 

Past pilots had failed chiefly due to the “analytical Achilles heel” of not being able to measure success (can’t evaluate what you can’t measure)

Sales leaders selected me as the most qualified to fix this issue thru innovation.  Determined “baseline” selling volume for each pilot client enabling direct measurement of incremental sales and revenue over the period tested

 

Business case significantly enhanced with “hard data” demonstrating clear and incontrovertible sales gains for the pilot accounts utilizing the account management model.  My innovation served as the analytical template for future pilots.

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CRM Story (?) Reword

Forecasting process was cumbersome for sales reps, manual and repetitive for sales ops, and ineffective/ inaccurate for leadership.

Forecasting accuracy not tracked, end of month/quarter/year tracking chaotic, back office (Sales Ops, Legal, Finance, Production/Shipping, had no sense of needed resources at end of period.  

Designed forecast module dashboards that auto-updated with opportunity level info e.g. stage, value, in-play

 

All stakeholders got back a lot of time, minimizing manual and repetitive work, eliminating multiple steps for sales reps, and giving leadership a real-time view of period forecast and critical moments, while forecasting accuracy could be tracked and compared across regions and reps.

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Expense Reduction Story

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