Christopher Smith Email & Phone Number

New York, Ny, Us

Baltimore, Maryland, United States

Member of the Board of Directors focused on strategic planning and building out the platform business to support aggressive growth. Driving systems and process improvement while attracting exceptional talent. Identifying and evaluating acquisition targets.

New York City Metropolitan Area

Advise and guide executive leadership to unlock their business's full potential through StratEx Partners. Leveraging transformative strategies to drive growth, streamline operations, and maximize profitability. Benefit from expertise in strategic vision, digital transformation, and operational excellence to achieve sustainable success.

Farmington, Connecticut, United States

Named leader of Otis’ Fifth Strategic Pillar: Modernization, a $1.7B business line with the highest growth potential. Managed 8 direct reports in 8K employee organization. Led P&L of $1.7B, including executives in each of the company’s 4 global regions. Set up a new, matrixed organization to drive planned high double-digit CAGR. Established a 3-pronged strategy and quantified investments needed to support development of product packages, enhance sales effectiveness, and simplify and digitize processes. Reported to Executive Vice President and Executive Leadership Team member.

Farmington, Connecticut, United States

Selected to lead new strategy to develop and implement an integrated distributor growth and management program for this $75M business line, with the primary focus on ensuring success in Africa, the region with the highest growth potential. Developed a growth mindset in this underutilized channel for Otis (outside of China), achieving 10%-unit sales increase. Launched a new distributor hub to simplify sales and technical support by leveraging existing Otis tools. Aggregated disparate sales and support organizations into a single, global specialized team, reducing costs by 25%.

Farmington, Connecticut, United States

Built and led a new global marketing and product strategy organization with 15 direct and 135 indirect employees. Modeled best-in-class B2B organizations and established 5 pillars: marketing strategy, product marketing, demand generation, field marketing, and marketing operations. Designed and launched website, improved Search Engine Optimization (SEO), added digital marketing and telemarketing channels, which led to marketing filling ~30% of the sales funnel, reducing reliance on high-turnover local sales organization. Introduced 3 new online configuration tools over 9 months, targeting largest market segment (1-2 Unit projects), typically neglected by the branch organization. Received CEO Award for “Pace of Innovation” for introduction of new global product.

Farmington, Connecticut, United States

Recruited back to Otis to accelerate the digitization and transformation of the global service business. Resulting in the IoT solution as a business imperative. Since 2018, grew to ~30% connected units across the Otis service portfolio. Developed the connected elevator strategy, shifting engineering and digital technology resources to IoT solutions. Created branding and go-to-market approach in the form of tiered subscription services, leading to $15M in incremental, recurring, subscription revenue by 2023. Introduced new remote field support technologies, reducing equipment downtime to remove a key customer pain point.

Ebikon, Lucerne, Switzerland

Set go-to-market strategy for nascent IoT program. Developed organizational vision to leverage IoT strategy with significant impact to revenue streams, field efficiencies, and redesign the customer experience. Commissioned a 1K-person customer survey to identify customer pain points, redesigning service offerings to dramatically improve customer loyalty as measured by the Net Promoter Score (NPS). Revamped sales and operational use of remote monitoring, developing 3 Schindler Digital tiers segmented by customer needs, resulting in incremental revenue and improved field efficiency.

Hartford, Connecticut, United States

Built new, recurring revenue, fire protection services business. Executed sales and operational strategy with business partner. Developed all processes and procedures. Hired general manager to run day-to-day operations. Recognized as one of the fastest growth franchises in 1st year of over 170 franchises nationwide as measured by newly acquired customers and revenue.

Morristown, New Jersey, United States

Led marketing, internal, and external employee communications organization of $1.8B US organization with 5,500 employees. Drove customer loyalty through implementation of Net Promoter Score metric into the organization. Re-branded service business to revive growth in highest margin segment, reversing a multi-year slide. Re-vamped internal employee communications program after dismal employee engagement survey results, achieving immediate positive results of 5 pts. Conceptualized, designed, and launched a new architect and specifier configuration tool to support the new installation business called Schindler Plan. Doubled site traffic including drawing and specification downloads.

Richmond, Virginia, United States

Recruited to build and aggressively grow the recurring service segment for this construction-focused company. Held full P&L accountability with 650 employees in 11 offices. Led team of 24 with 7 direct reports. Developed and executed the service growth strategy. Developed robust ROI model, presented, and secured approval from the Board to invest in an expanded sales force. Grew sales team from 7 to 38, adding sales management structure and organization. Built a national accounts team, tripling sales from $5M to $15M in 3 years. Integrated 2 acquisitions and opened 2 greenfield service branches. Grew service sales from $15M to $45M in 3½ years. EBITDA grew at a similar rate.

Farmington, Connecticut, United States

Global function dedicated to driving field efficiency initiatives throughout the workforce of 11K installation and service technicians in 40 countries, representing $2.5B in revenue, and $1.1B of field costs. Led 5 direct and 14 indirect reports. Delivered $15.0M of savings in 2007, establishing standard metrics and driving monthly reporting. Developed and implemented system installation standard work to reduce margin erosion, due to process breakdown between the estimate, order, field installation process and handover to customer. Created and implemented a branch manager’s guide and a 1-day training program across a population of 330 offices.

Farmington, Connecticut, United States

Led $50M Business Process Transformation for this end-to-end process re-engineering program built to drive standard work and combine all new equipment processes into one global software system for Otis’ $3.5B new equipment business.

Farmington, Connecticut, United States

Established Internet strategy for Otis North America and developed new contracts and marketing material for 350 person national sales force.

Baltimore, Maryland, United States

Managed $20M P&L for one of Otis' largest branches with 13 direct and 80 indirect reports. Reversed performance of a no-growth, high cancellation rate region. Replaced 50% of direct reports and poor performing field employees, optimizing customer satisfaction resulting in renewed growth and improved margins.

Master Of Business Administration - Mba, Marketing, International Business And Operations

Bachelor Of Science - Bs, Economics And Computers Coordinated With Economics

Education record