- Designed and implemented a new data-driven GTM territory segmentation model with a focus on addressable market- Drove the creation of a new ideal customer profile utilizing third party firmographic, technographic, and personagraphic information- Launched a Sales Reporting Hub, centralizing all data need by the sales team to generate and execute against pipeline- Transformed Deal Desk from an administrative function to a team of high functioning analysts that drive contracting and pricing strategy- Developed and aligned senior leadership team to corporate bookings targets, pipeline generation targets, headcount capacity, and quotas- Worked alongside PE firms (Thoma Bravo and later TA Associates/Crosspoint Capital) to ensure accurate and timely reporting of KPIs and strategic initiatives- Oversaw and enforced the adoption of key GTM technologies aimed at providing a streamlined selling experience and a single source of truth

- Harmonized disparate global sales commission plans. Overhaul of both the plan drivers themselves as well as the daily administration of sales compensation for over 1,200 global reps.- Created and launched sales promotions designed to increase sales velocity.- Developed and executed transition plan of various operation functions. Processes absorbed by Verizon corporate teams. - Representative on both the Quota Review Board and Internal Review Board, responsible for setting all sales quotas and resolving all sales compensation disputes.- Subject matter expert for design of new SFDC (CRM and CPQ) and SAP (ERP) instances. Documented best practices being used at each entity to create best in business operations.- Retained all critical team members through transitionary period of each function.

- Managed team of 30 responsible for Quote-to-Cash process. Primary team located in Waltham, MA with smaller teams in Ireland and Australia. - Negotiated and advised key financial terms of customer contracts (both internally with Sales teams and directly with prospects/customers).- Worked alongside Sales Operations to design and launch various SPIFs, driving focused sales initiates to meet short term goals.- Absorbed majority of contract addendum and amendment writing from legal department. Created book of standard language allowing for improved contract turnaround time to Sales.- Standardized scalable order-to-invoice process for domestic and international subsidiaries.- Developed KPIs around active subscriber base and reported metrics weekly to Executive Team.- Partner with Sales, Product and Legal to roll out a variety of new products, packages, and promotions. - Provided technical revenue recognition guidance and analysis.- Designed and implemented global Sarbanes Oxley procedures.

- Launched order processing and billing for new international subsidiaries in compliance with both regulations and local standard business practices.- Reduced monthly time to close Revenue by 70%.- Identified aspects of legacy customer contracts causing an accumulation of deferred revenue. Rolled out action plan that led to a release of millions of dollars of deferred revenue. - Automated the processing of ‘Evergreen’ renewals, removing the element of manual data input.- Implemented new processes around Credit Card and ACH payment processing allowing for daily payments to be run in bulk via script rather than individually by an employee.- Developed and launched paperless credit memo approval process. Allowed for full transparency of pending credits across departments and geographies. - Built and launched Order-to-Cash process for new line of business without need of incremental headcount.- Created monthly reporting package for KPIs surrounding Orders, Billing, Revenue, and Customer Billing Inquiries.

- Finance's project manager for simultaneous implementation of five software applications [SalesForce, Intacct, OpenAir, Big Machines and Marketo] effectively replacing the primary application for each department at the company. From kickoff to completion, project duration was under three months with all systems launching on the same day. - Managed teams responsible for all billing, collections, sales bookings and commissions functions.- Lead role in cross functional task force assigned to constantly improve Customer’s on boarding experience with goal of reducing DSO without incremental administrative efforts.- Managed initiative to document and categorize product offerings purchased by current customer base and expose white space opportunities for the Sales teams.- Collaborated with Sales, Marketing, Services and Executive Team to design processes ensuring customer satisfaction during any change in offerings. This includes new products, acquired products, upgrades and sunsetting products. - Established formalized training manuals allowing for scalability of roles while reducing risk created by employee turnover.

- Managed revenue team during a period that saw run rate increase 33% (excluding acquisitions) .- Developed and implemented integration plans for acquisitions that increased total customer base by 48% and monthly recurring revenue by 42%.- Streamlined billing tasks, producing a reduction in days to invoice all monthly recurring fees by 40%.- Implemented and refined automated overdue balance notifications, leading to a DSO reduction of 13%.- Reviewed and approved sales contracts totaling greater than $10M in first year revenue.- Assisted with creation of a renewals model that determined strategic contract requirements for all renewal terms.- Refined calculation and presentation of KPIs including Retention Rates, Recurring Revenue, and Organic User Change.