Ben Coffman Email and Phone Number

Customer Value Manager for 35 Enterprise Supply Chain Design & Planning customers worth over $12M in annual contract value. Primary post-sales point of contact. Responsible for helping customers maximize the value with the solutions they already have. Execute renewals. Global lead for continuous improvement and best practice activities for the Supply Chain Design & Planning Customer Value Management discipline.

Responsible for ensuring customer success, retention, and advocacy for 20+ North American Supply Chain Design & Planning customers following Coupa’s acquisition of LLamasoft, helping them drive value with the Coupa/LLamasoft solutions in supply chain design and planning. Executed $2M in software renewals ACV.

Senior leader within the Customer Success organization responsible for Customer Experience and Customer Success Management. Within Customer Experience, responsible for measuring, communicating, and improving the customer journey and customer experience from the time the customer joins LLamasoft. Also within Customer Experience, charged with growing the community of supply chain designers globally for all personas. Within Customer Success Management, responsible for leading a team of Customer Success Managers to drive value with LLamasoft's customers, increasing adoption, and securing renewals globally.• Established Customer Success Management function and six-member team as primary post-sales customer contact responsible for adoption, value, and retention. Led team to certifications in supply chain design and network optimization. Exceeded 110% in net retention rates in 2019 and 2020.• Created a customer journey map for main customer personas, identifying friction points on which to improve.• Turned net promoter score tracking into a KPI with closed loop communication back to the customer.• Increased customer advocacy with over 600 attendees at in-person community events in 2019.• Launched online customer community portal to streamline websites and log-ins, centralize knowledge base, and enable customer-to-customer online engagement and knowledge sharing.

Established Renewals, Onboarding, and Communities team within Customer Success department. Designed and implemented new customer onboarding program to improve the customer experience and speed time to value. Professionalized community program, enabling customers to build their professional communities in supply chain design through 16+ regional meetings globally each year, among other initiatives. Developed renewals reporting and forecasting capability, bringing actionable information to improve software contracts retention. Continued to grow Learning & Development team, supporting a major product launch with highly effective learning content, and deploying self-paced eLLearning through the newly created LLama Learning Center.

Built the Coaching & Training team from scratch within the Customer Success department. Grew team to nine consultants with annual consulting revenue in excess of $2.5M while educating clients on the successful application of LLamasoft software. Simultaneously established the Learning & Development team, growing to four associates to professionally develop training content, dramatically improving the training product. Both teams are integral to customer success and retention of software contracts.

Day-to-day project lead for fully outsourced supply chain design projects. Led small teams to optimize current networks and design for the future. Projects included designing the future perishable distribution network for Walmart, a clean sheet design for a new Delta Faucet product line, and several other network and transportation optimizations, saving millions of dollars for clients. Project budgets were up to $500k. Continued to be hands-on in LLamasoft Supply Chain Guru, leveraging it to assist consultants in solving customer business problems.

Consultant for fully outsourced supply chain design projects. Primary consultant using LLamasoft Supply Chain Guru Transportation Optimization to optimize delivery routes for a large American food company. Trained several new customers on Supply Chain Guru Network Optimization.

Responsible for growing new business for largest domestic automotive fastener manufacturer that matched the company’s direction and goals. Reviewed all strategic fastener quotes before sending to customer in automotive and defense industries. Constantly streamlined customer base to increase profitability. Planned and implemented $10M price increase across the customer base to offset inflation in raw material costs. Lead other profitability improvement projects as directed.

Responsible for growing land and marine and aerospace defense business while providing technical assistance to customers. Quoted $6 million in new business despite mismatch between defense industry requirements and company business model.

Responsible for the process reliability and day-to-day operations of two liquids packing lines in the Personal Health business. Managed the work of 24 technicians. Optimized the operation of 22 unique packing machines. Supported the business operational strategy and directives, to include the roll out of work process and maintenance improvement systems. Served as the operations point of contact for equipment and product initiatives deliveries. Increased line mean time between failures by 75% and decreased unplanned downtime by 6.6% on focus packing line in first year through increased rigor in centerline systems and daily maintenance activities. Through weekly meetings, coached the successful completion of Autonomous Maintenance steps 1-3 on four packing machines, reducing unplanned stops by 75% or more on each. Applied rapid changeover techniques to focus packing line to reduce changeover times by 50% in three months.

Served in various rolls in the 82nd Airborne Division, including Rear Detachment Commander, Battalion Adjutant (Human Resources Officer), Battalion Operations Officer, Truck Detachment Commander, Truck Company Executive Officer, and Truck Platoon Leader. Responsible for the health, welfare, training, and morale of up to 80 Soldiers and 400 families. Financially responsible for equipment valued in excess of $10 million. Commanded over a dozen combat logistics patrols in the Sunni Triangle, Iraq with zero losses. Managed the daily operations and future planning for an 800 Soldier support battalion, deploying the entire Battalion to the field for the first time in over a year, and transforming the Battalion from a Main Support Battalion to a Brigade Support Battalion.