Leading commercial transformation for two companies recently transitioned from private/family to private equity ownership. Report to CEO. Member of executive leadership team.

Through over a decade of close collaboration with Simu.ly's founder, Alistair McQuade, we have applied and honed value-based sales, negotiation, and partnership playbooks with over 500 discrete sales and procurement teams, cumulatively impacting >$10B of net new and recurring revenue/spend. The methodology has culminated in mutually rewarding deals across an absurd range of verticals and sourcing categories ranging from enterprise SaaS, B2B services, and consumer and industrial manufactured goods. I have served as a thought partner and advisor of Simu.ly and am especially proud that Alistair memorialized our unique approach to winning large deals in his top selling book, The Deal Hack.Simu.ly enables sales organizations to optimize deals and scale high performing sales teams. They create repeatable value-based sales playbooks which bridge the gap between sales and buying teams. This accelerates selling and buying cycle times, increases deal size, and generates increased value for both sellers and buyers.

Zilliant uses artificial intelligence and sophisticated predictive models to quantify the true economic potential of every customer, and deliver customized actionable insights to sales teams in real-time. This helps B2B manufacturing, distribution and industrial services companies increase their revenue and margins, expand their customer relationships and maximize the lifetime value of every existing customer.

CORPORATE PROFILE: Stratosphere Management provides consulting services in the areas of business growth, technology transformation, operational optimization, mergers and acquisitions, financial strategy, and turnaround for Fortune 1000 companies worldwide.RESPONSIBILITY PROFILE: With Stratosphere, I am responsible for delivering revenue and profit generation results to a diverse range of clients ranging from start-ups to $10+B manufacturers. I have been consistently engaged to initiate turnaround efforts, increase sales and profit growth, form strategic alliances, penetrate new markets, and maximize long-term shareholder value. REPRESENTATIVE CLIENT ENGAGEMENT: I was responsible for organizing a transformational pricing initiative for a confidential client, establishing a price change approach to pace with historic input cost volatility, and organizing an execution team made up of internal and external team members to develop a 'bottoms up' execution plan to deliver ~€500M of value capture within 12 months.

CORPORATE PROFILE: An enterprise SaaS company serving mid and large consumer & industrial manufacturing companies. (Company discontinued operations.) RESPONSIBILITY PROFILE: Here, I reported to the CEO with overall responsibility for revamping the go-to-market strategy of the company. I was recruited by the CEO/Founder to initiate a business turnaround, which included rebranding, securing seed funding through angel investors, and redesigning the business model. We secured partnerships, grew sales, and implemented marketing, business development, professional services, and customer success organizations. I also created and launched a complementary line of services and software to drive scale and market relevance with the legacy business. Within one year, this increased the sales pipeline by 10X, grew new logos by 4X, increasing ARR by >100%, and increased valuation.ACHIEVED IN THIS ROLESEGMENTATION / MARQUEE ACCOUNT CAPTURE• A leading materials supplier to global Auto EV industry engaged me to establish a global customer segmentation strategy to manage the repositioning of their Asia business after a previous consulting firm failed. I created a plan to identify/develop strategic partnerships and fuel contract renegotiations. Then, I presented and won ELT approval over the next eight weeks, and we led a series of work sessions with teams in China and Korea over eight months. This strategy led to 2 marquee partnerships and enabled the client to renegotiate contracts with six of their largest accounts. This process is currently being duplicated in NA & Europe.

CORPORATE PROFILE: A $5.5B consumer and industrial packaging and industrial products company with >20,000 employees. RESPONSIBILITY PROFILE: I reported to the CEO and was accountable for YoY EBITDA growth ($50-70M) across the enterprise. Managed seven direct employees and extended team of ~30. My duties included driving commercial transformation, implementing value-based selling, leading key growth initiatives, implementing comprehensive pricing optimization, and growing YoY EBITDA. Sonoco’s new CEO recruited me to establish the infrastructure that would enable a shift towards a “private equity” culture with a focus on bottom-line results and market capitalization. I analyzed and proposed new financial targets to the CEO in the first 100 days (12.8% ROS to 16% in 2.5 years), then rallied the company around a “Realizing our Value” initiative. I created messaging with the Communications team, evangelized to employees/the board, set financial tracking metrics with the CFO, and launched the strategy across 22 regional and global BUs. This improved EBITDA by 180bps over two years (14+% or $100+M), which exceeded expectations by 2X. The current CEO (fourth generation) recognized this as the most successful corporate initiative in company history, as the share price rose from $40’s to the upper $50’s.ACHIEVED IN THIS ROLETEAM MENTORING / EMPLOYEE ENGAGEMENT• After I recommended that Sonoco become a corporate sponsor of Leading Executives Advancing Diversity (LEAD), I spearheaded the company’s first major DEI initiative in Europe. I acted as a representative on a CxO roundtable for three years and formed a cross-company mentorship with a rising executive at Amazon (now a leading executive at Bosch). This ongoing relationship has been highlighted at multiple annual conferences to promote LEAD’s mentorship program, which is now approaching its 10th year with hundreds of women actively participating.

ACHIEVEMENTS CONTINUEDSALES TRANSFORMATION / STRATEGIC PARTNERSHIPS• To close gaps in Sales leadership, the VP & General Manager of Consumer Packaging called upon me to take over and secure three long-term accounts worth $250M in ARR. I collaboratively planned new account strategies by leading multi-day war rooms with KAM teams, then secured the buy-in of Customer critical officers/executive sponsors and acted as the executive sponsor for 2 of 3 accounts. This strategy extended contract positions at each account, significantly elevated margins, and was replicated with five other accounts (for a total of 8 strategic partnerships generated).BIG DATA / ANALYTICS / ENTERPRISE TECHNOLOGY PLANNING• As part of a digital transformation initiative, I partnered with the CMO and CIO to develop a roadmap and strategy for critical upgrades to IT infrastructure and to consolidate investments. I led cross-functional teams which built roadmaps focused on pricing optimization, customer acquisition/retention, order-to-delivery, order-to-cash, idea-to-innovation, and innovation-to-launch processes. In addition, I created architecture, established the vision and metrics, and managed critical technology vendors. This organized effort secured funding for the 1–3-year digitization strategy and consolidation of the company’s Sales tech stack.

CORPORATE PROFILE: An $8B packaging materials and hygiene chemicals company with 27,000 employees. RESPONSIBILITY PROFILE: In this role, I reported to the Chief Administrative & Customer Officer with a $1.5M OPEX, $10M CAPEX, $100M/yr. EBITDA Goal, and 12 employees with six direct. I established a global commercial excellence team, was responsible for supporting the two highest priority corporate growth initiatives, establishing and managing key enterprise accounts, and serving as Interim Head of Digital Business during a restructure.ACHIEVED IN THIS ROLECHANGE MANAGEMENT / DIVERSITY & INCLUSION• The President of Diversey tasked me to utilize LEAD as a vehicle to drive Sealed Air’s first gender-based DEI effort. I leveraged connections to recruit the President of Diversey to the board of advisors, participated in annual meetings as a spokesperson for Sealed Air, and coached an emerging leader. Our sponsorship of LEAD elevated Sealed Air’s reputation, and Diversey continues to be an active sponsor as DEI efforts have become SOP. Upon moving to Sonoco, I was invited to continue the relationship as part of the CxO Panel.

ACHIEVEMENTS CONTINUEDEBIT OR EBITDA GROWTH• The new CEO and ELT charged me with driving step-change improvements to the EBITDA ratio as a means to lower debt. First, I created a new strategy within four months, then executed over four years. I assembled/trained an expert price and value advisory team, rolled out a segmentation model and price/profit improvement playbook, established 20+ program management offices with performance tracking to meet goals of raising ROS% by >100bps a year (up to $147M EBITDA). I also provided thought leadership in the pricing community. Bps rose by 80 within 200 days, and over 3.5 years, by 500, which increased market cap by 4X and established Sealed Air as a long-term buy.MARQUEE OR KEY ACCOUNT CAPTURE / COMPETITIVE DISPLACEMENT• The President of Diversey charged me to displace our largest competitor by capturing one of their accounts (~$30M ARR). To do this, I assembled a multi-functional KAM team and collaboratively planned a strategy, then coached the team on execution. These efforts secured the account, displaced the incumbent competitor, and the strategy was used across several significant accounts. The team received the Diversey Care President’s Award as a result.

CORPORATE PROFILE: A $15+B specialty chemical and polymer materials company with 16,736 employees. RESPONSIBILITY PROFILE: As a Strategic Advisor, I reported to the Office of the CEO and was responsible for developing a strategy and organizational model to reduce costs by $400M and streamline the North American organization.

CORPORATE PROFILE: At the time, Kalypso was a global innovation strategy consulting firm targeting Fortune 500 corporations with 120 employees. RESPONSIBILITY PROFILE: With Kalypso, I reported to the founder and Managing Partner with a $2M OPEX, $2.5M Revenue Goal, and 3-10 direct employees per assignment. I was in charge of creating a pricing/value management practice, recruiting/leading a team, providing thought leadership, and selling/delivering advisory services related to the new service line.ACHIEVED IN THIS ROLESERVICES / PRODUCT EXPANSION• The 2008 recession made delivering strategic advisory services to corporations exceedingly difficult. The Managing Partner/Founder recruited me to build a new line of business for the firm. I developed a GTM value proposition and thought leadership collateral, assembled a team, and linked the service offering to integrate with the firm’s core business. Once complete, I secured the first marquee account (Bayer) within 30 days, maintaining solvency and resulting in 30 subsequent projects over three years. I grew our presence further through public speaking engagements and publications, which bolstered growth and maintained staff despite the turbulent economy.

Served on Corporate Board of Directors for The Summit House, a non-profit organization which provides an alternative to prison for mothers who have committed non-violent felonies and have children seven years old or younger. Co-chaired the BOD for the Eastern Carolinas.

CORPORATE PROFILE: At the time, Lord Corporation was an $800M automotive and aerospace technology company. RESPONSIBILITY PROFILE: In this position, I reported to the COO with a $7M OPEX, $200M Revenue Goal, $70M EBITDA Goal, and 35-45 employees per assignment with seven direct. I was responsible for leading sales, marketing, and technical service for the company’s highest-profit BU and managing the post-merger integration of the company’s largest acquisition in history.