Alex Conway Email and Phone Number

SaaS Go to Market – I manage and drive timely product/service launches through the go to market process. I ensure that all project members complete necessary launch actions, from development to marketing campaigns. Owning the process and ensuring a comprehensive launch. I develop the overall marketing plan, and work with the wider marketing team to ensure all elements are prepared and implemented for maximum impact.Sales Enablement – I provide sales with the tools, knowledge and leads to effectively launch and sell. I believe that customer knowledge is a crucial element to success, so I work closely with sales to understand customer pain points, identifying our unique value proposition, and then educate the wider sales, account manager & telemarketing teams in preparation. I develop full tool kits to support including sales presentations, battlecards, solution sheets and more.

Global Product Launch –Working on a key strategic “growth gem” product, it was vital to launch the product fast and effectively globally whilst we had clear competitive advantage. To do this I was required to internally “sell” the product to local marketing teams, enforce our branding & system guidelines, ensure sales teams were trained and provide effective product supply. Through the development of an internal “Hero” program I was able to persuade and support launch in 45+ countries globally; the most effective global launch to date in Gypsum Activity.Strategic Planning –To prepare for global product launch I managed the global streamline process. I took a strategic approach to identify new launch countries, and the product plant that would supply them. To date this has proved highly successful with adequate supply without the need for CAPEX in every region.New Product Development & Stakeholder Management –I have worked on several NPD projects from initial conception to product launch. I have effectively managed team members from a variety of departments in order to deliver a product with customer value in a timely manner. I take a customer centric approach, and such will continually integrate customer feedback into the process and then provide support material for sales regions to launch.

Market Trends / Product Value –In a highly competitive market we began to see competitors for our latest product innovation. To combat this, I created an Internal Sales Guide series, to identify our comparative sales argumentation to best support sales activities. This was further supported by a Technical Performance Guide, to provide the empirical evidence to back up an argument. These tools proved highly successful and have now been rolled out to all sales regions.Customer Centric –I developed and launched the dBstation app to explain the benefits of acoustics in a property to our customers, and to allow them to experience it first-hand. The app was developed to be interactive and educational, with the opportunity to upsell to premium products/systems. This is now one of the most popular apps within Saint-Gobain, is launched in 25+ countries and is now being rolled out within other business units.

Marketing Communications & Digital Marketing –As part of a holistic marketing role I was tasked with all marketing communication activities including digital activities. I have successfully lead and delivered new website development, email campaigns, PPC campaigns, exhibitions, new packaging, brochures and much more. This hands on creative and project management experience is integral to my performance in more strategic roles.

Identifying Opportunities & New Product Development –I completed extensive portfolio & market research in order to identify NPD for a new lighting system. As a result of this research I was able to conceive a product specification which could meet the needs of our global sales regions and customers. The research process proved successful and as such was rolled out over all product portfolios to identify further opportunities.Portfolio Management –I was tasked with a large SKU Rationalisation project, to reduce the number of SKU’s from 20,000 to 15,000. To achieve this, I completed sales analysis to identify low performing SKU’s / product families. I then worked with Senior Product Management and the sales regions to developed a comprehensive kill list. As a result, we were able to reduce SKU’s to 14,500.