• Led a team vendor managers and 100+ vendor reps across Asia Pacific, focusing on cold calling customers and created a Lead Generation vendor team that scaled globally.• Developed new global processes to drive efficiency and standardization, drove implementation through vendor partners, piloting new ideas to enhance team performance.• Completed a pilot program for outsourced customer onboarding team, scaled globally in 2020.

Leader of Singapore Culture Club, driving employee engagement on areas across education, charity, networking, and fun.- Founded "World's Largest" Office Board Game Cafe for networking and team building- Designed and built permanent 60 minute Escape Room fixture for team building- Emcee for office-wide cultural celebrations, parties, and events

• Coordinated launch of channel partner program for specialist hybrid cloud systems integrators, tracking partner training and establishing pricing deal desk.• Acted as Asia Pacific liaison between regional, global, and alliance stakeholders for effective communication and collaboration.• Stepped in to ensure marketing plans were executed on plan for VSPEX BLUE hyper-converged appliance, resulting in generating over one hundred marketing leads.

• Developed new alliance relationship with Lenovo across Asia Pacific, including executive mapping, business plan development, and sales enablement coordination.• Identified and prioritized channel partners, launching a joint channel incentive program on converged infrastructure platform.

Advanced Micro Devices (AMD) - Leading global semiconductor and computer component manufacturer. Gained consumer and commercial sales experience while managing diverse, multinational team. - Sales Management - Noticed team forecasting ability was lacking. Implemented new weekly forecast call cadence with bi-weekly country deep dives to identify opportunities, manage pipeline, create gap-to-goal plans, and develop robust asks. Forecast accuracy improved to within 5% of actual result and team discipline improved.- Channel Program Management - Worldwide retail channel program was ineffective for the fragmented nature of Asia Pacific. Worked internally to develop a modified program for region with new reward and MDF systems. Program led to increases in marketing fund usage efficiency and customer satisfaction.- Channel Program Structure - Program had too many partners, making spend inefficient. After analysis, cut some partners, vetted and selected new partners. New structure reduced total number of partners from 171 to 62, yet maintained revenue while reducing marketing spend.- Account Planning and Management - Market share with top global partner had fallen to 15% in APJ. Through sustained mutual growth planning, closely managed relationship building, and negotiation, increased share to 25%+ and increased revenue and margin for both companies.- Messaging, Training, and Value Proposition Creation - Created two key global positioning messages/pitches which were adopted by worldwide sales team. Presented twice at internal global sales conference on go-to-market, industry trends, and how to position vs competition. Facilitated first consumer sales training summit for APJ region.- Alliance Management - Relationships across key partner alliances (HP, Lenovo, Dell, Acer, ASUS, Samsung) were not delivering expected returns. Through a mix of team coaching and replacement/rehires, improved partner alliance relationships and restored confidence and sales revenue.

- Turn Around & Growth - After redundancies reduced team to three people, tasked to grow business in three business streams. With average target attainment of 97% over nine quarters, grew team to eleven people before being promoted to APAC regional role.- Strategy and Go-to-Market Development – Little retail engagement or strategy existed prior to taking the role. Implemented new go-to-market strategy, refreshed sales tools, and hired new team. Market share grew from 12% to 25%+ in three quarters, sustained throughout 2012.- Line of Business Revival - Commercial business had lack of focus prior to taking role. On-boarded new commercial sales manager and grew pipeline from zero to several million dollars in six months.- Resolving Channel Conflict – Conflict in component side of business caused unhappy distribution partners and unstable pricing. Restructured channel, stabilized pricing, and increased revenue by 13% year-on-year.

- Program Development and Sales Training - Products were not getting enough attention within channel partners. Developed training, call center sales guides, and launched reward and incentive programs to motivate senior management and sales to prioritize sales of our products.- Alliance Management - Tasked with sales management of Dell, Sun Microsystems, Lenovo, and IBM accounts for Asia Pacific region, with personal ownership of Japan market. Successfully grew business across accounts before being promoted and relocated to Australia for GM role.- Product Launch - Managed initial launch of AMD based Dell client and notebook products in key account. First several months after launch drove record high internal share, taking over 65% of consumer share within account.

Gateway Computer Co. Ltd. is a Japanese systems integrator focused on multinational companies operating in Japan. Using my Japanese language ability, I managed leading financial services accounts, enabling non-Japanese speaking IT professionals to understand and purchase solutions that fit their unique requirements. - Problem Solving - Developed tiered plan to outsource engineers to customer, with options to internally promote high performing engineers and eventually buy out their contracts. This program eliminated costly HR replacement of high turnover positions for customer while doubling revenue of outsourcing contracts for the account- Solution Sales – By focusing on server and data center solutions, was able to retain customers, acquire new customers, and drive attainment to targets in a range of 101-205%, increasing sales by USD $1.5M year on year.

The Nielsen Company (then called A.C. Nielsen, Japan) is a leading market analysis company, delivering quantitative and qualitative analysis and consultation for a variety of FMCG based companies. As a member of the quantitative market research team, I conducted market research studies and presented the findings to a number of top global multinational companies.

S.P. Carbide Die was the US sales branch of a Japanese tool and die manufacturer, providing components to automotive manufacturers.