I focus on the "S" of SG&A within B2Bs - sales force cost reduction, channel rationalization, PE value creation, growth and scaling, commercial sell & separate or buy and integrate work and more. Most of my experiences are within the tech sector, however, I have also advised clients on sales force matters in industrials, real estate, media, telco and more. EY-Parthenon is the management consulting division of Ernst & Young focused on strategy and transactions (private equity transactions, spin-offs, mergers and acquisitions, rapid value creation).

Focused on helping 1000 immigrant families in Texas acquire their first 30-year mortgage at non-usury rates. Broker immigrant capital needs (uses of cash) with investor capital (sources of cash) creating a win-win ecosystem. Completed 50+ home financing transactions thus far, and now working on scaling up the program. Helping immigrants has a 5X multiplier effect - one family, once settled, helps the next. Assuming 4 members per household, I cannot think of a better way to impact 20,000 lives and help humanity at scale in a self-funded way.

Equity Partner and Managing Director with A&M, and focus on solving B2B Sales Effectiveness problems working closely with COOs and CROs within software and select other sectors. Clients specifically approach me when they need a turn-around COO|CRO skillset, are trying to reorganize commercial operations around a subscription mindset, growth lags competition, go-to-market opex is higher than competition or the client is looking for a seasoned executive to fill an important leadership COO|CRO gap. Clients also call me when they are an SMB business trying to move into Enterprise and visa-versa, or client doing a carve-out or post-merger integration and need sales and marketing council. B2B COO and CRO Services is one of those areas where the combination of a Fortune 500 GM turned consultant is very valuable. B2B Growth starts with clarity on who your customers should be and ends with tactical actions aimed at driving sales behavior. Given A&Ms cost take out heritage, our approach is to de-invest first and find cost savings, before we reinvest these savings into faster growth – often making our implementations cost neutral. Areas I cover include value proposition development, account planning, partner management, sales force design, quotas and compensation, sales ops, leads management, customer experience, leadership and training, pricing strategy, sales communications and sales infrastructure and more.A&M serves two main customer groups - Private Equity & Corporates - who employ our services to help accelerate business transformations and value creation. Privately-held since 1983, A&M is a leading global professional services firm that delivers performance improvement, turnaround management and business advisory services. A&M has nearly 5000 professional advisers across 50 offices and 7 continents globally. A&M is one of the fastest growing professional services firms in the world and is consistently recognized as one of the best places to work.

HERE Technologies (Nokia spinoff) is a SaaS play, and the world’s largest independent digital map provider. If you use a GPS or map in your car to get from point A to point B, there is a very high possibility the actual map content came from HERE. Besides maps for cars, HERE also sell maps to consumer and Enterprise customers that use our maps for their logistics and distribution operations. HERE maps are visible at www.HERE.com.I was responsible for all map and content operations for Asia Pacific, which includes the key markets of North Asia, SE Asia, S Asia and Australia/NZ. This includes everything from supporting the strategy on which markets to enter, which products we should offer, day-to-day operations including the actual content collection and sourcing process and more [concept to cash]. I managed a regional team of 550 staff.This role compliments my 20+ years of go-to-market experience in 2 ways: first, I have end-to-end control of product development and ongoing content management. Map making is a very local business. This role allows me to build a unique product at the country level. Second, I have large scale people management.I really enjoyed my experiences leading a SaaS company through a massive transformation.

Responsible to manage Cisco's Certified Equipment business globally through the channel. This was a ‘trash to cash’ business with very rich margins.Cisco brought me in to streamline and integrate the Certified product line into mainstream operations. I made a number of changes including shifting the business from direct to partner led, increased inventory visibility and pricing transparency and most importantly repositioned the brand as an important ingredient in Managed Services (SLA) based projects. I started as a Regional Asia Pac GM, and got promoted to Global GM running operations over 155 countries.

This was a global $500M partner MDF sales role, and I increased the business $100M net during my tenure in the role. Dell was a giant build-to-order assembler and distributor of product. $500M (of $1B) in marketing funds came from suppliers like Microsoft, nVidia, Google, Intel, AMD and others. Our mission was to increase partner funding from $500M to $1B, making Marketing ‘free’ for Dell. We went about this in 4 ways. First, standardizing pricing and rate cards globally so that the discounting and internal cannibalization stopped. Second, introducing new digital (online) and offline assets that could be monetized. Third, bringing alternative partners like UPS and Amex to the table that were interested in targeting the same buyers. Last, reducing the cost of implementation (think Intel Inside logos manually stuck on each box), a significant cost.

In 2006, the U.S. SMB business had scaled dramatically while non-U.S. SMB operations were still lacking scale. SMB operating income dramatically varied geographically, in some cases as much as a +/- 15% variance. My role was to export U.S. best practices to bring this variance down to 0%. Reporting to the executive team, we focused on people, process and numbers – in that order. Non-Americas SMB margins improved 2.4% as we globalized and scaled the business.

PC margins stared falling sharply in 2002, and Dell turned its focus to services with a very clear “Drive to 25 (%)” revenue mix mantra. We achieved the 25% mix goal by simplifying offerings, going after mega-deals and introduced a host of opex-to-cogs initiatives. Much of the Services sales plumbing I put into place back in 2002 is still in place today.

Dell Government was a B2B play with the added complexity of government contracts. I was first in Dell Federal doing lead generation work, and then promoted to group brand manager and lead over the State & Local Government (SLG) portfolio. Under my marketing leadership, we took the SLG business the SLG business grew 3x over 3 years to $1 billion+.

Managed customer marketing for $400 million desktop product line and $120 million notebook line.