Christopher Rowlison Email & Phone Number

Wayne, Nj, Us

CORPORATE PROFILE: A B2B Technology / Software / Analytics / AI Company. RESPONSIBILITY PROFILE: Full P&L responsibility. I am accountable for leading transformation and re-engineering processes/initiatives regarding revenue generation and product offerings to reach its existing and future goals. ACHIEVED IN THIS ROLESTRATEGY RESTRUCTURE / PRODUCT REALIGNMENT / SALES EXPANSION / SALES DEVELOPMENT / 10X REVENUE • Determined to shorten the sales cycle and bolster revenue. I conceived, built, and introduced a bundled service offering that enabled customers to subscribe to the technology stack and deliver data/analytics. I then orchestrated the ability to purchase a complete team to serve as an in-house analytics provider and migrated professional services to an ARR model. DIGITAL BUSINESS STRATEGYI identified an opportunity to introduce digital strategy and tools to spotlight services and accelerate revenue. Over 90 days, I created and implemented a blueprint to use a digital marketing stack and leverage four areas: talent, growth, strategy and operations.

CORPORATE PROFILE: A Technology Company. RESPONSIBILITY PROFILE: I reported to the Chairman of the Board and was responsible for leading and directing all business strategy and operations, including establishing a strategic vision, raising capital, managing investor relations, and creating & implementing growth initiatives. I was brought in to sell assets and build a strategy for a potential merger/reverse takeover as a duo-listed public company.

San Jose, Ca, Us

CORPORATE PROFILE: A Global Brand Consultancy. RESPONSIBILITY PROFILE: I reported to the Founder. I oversaw and directed business operations associated with three domestic and one international office. This included the comprehensive delivery of consultancy and execution services to clients, building a growth engine, creating and executing strategic plans, and effectively repositioning/restructuring services to realize/acquire strategic investment opportunities for a subsequent exit.ACHIEVED IN THIS ROLEBUSINESS TRANSFORMATION / TURNAROUND / CUSTOMER ENGAGEMENT• Client engagement and go-to-market models were designed around the agency’s work, not the client experience, which slowed delivery timelines. Within nine months, I built a turnaround strategy to restructure the customer experience into a client-team focus. EBITDA GLOBAL / NATIONAL GROWTH• The industry benchmark for EBITDA growth was frozen. Resolved to evolve processes and products to improve EBITDA. Over 6 months, I examined the business model from COGS to Delivery, highlighted areas that resulted in low EBITDA, developed a qualification and investment budget for all client pursuits, and instigated established metrics.

New York, Us

CORPORATE PROFILE: A ~$61B Consulting Company with 738,000 employees. RESPONSIBILITY PROFILE: I reported to the Global Marketing Services Lead. I was responsible for merging Wire-Stone into Accenture Interactive over the course of a year. I directed all processes/initiatives to meet target deadlines, as well as retaining, growing and creating key business relationships.

CORPORATE PROFILE: A Digital Marketing, Media, and Analytics Company. RESPONSIBILITY PROFILE: I was responsible for building/driving start-up strategy and marketing, messaging, and branding at the grassroots level. I structured and established the organization, spearheading growth initiatives, sales, and business development, and provided strategic and operational direction. ACHIEVED IN THIS ROLESALES GROWTH / EBITDA IMPROVEMENT / ATTRITION REVERSAL / EMPLOYEE ENGAGEMENT• As the company grew, complexities were unearthed. Attrition was at unacceptable levels. This required re-aligning the core strategy and re-engaging employees, intending to drive profitability and the hope for a successful exit event for stakeholders. Prioritized larger/more profitable clients and improved communication. I then implemented a new leadership structure and evangelized it throughout the organization. These results were the primary catalyst that drove buying capacity and the eventual sale to Accenture.FUNDING & CAPITALIZATION / PRIVATE EQUITY PARTNERSHIPS• Our original PE partner wanted to close the fund and therefore we needed to find a new capital partner. With the goal of securing financing, I conducted research on top firms, cross-referenced their fundraising efforts, and prepared a formal pitch to engage potential PE partners.MERGERS & ACQUISITIONS / PRODUCT ENHANCEMENT / ACQUISITION CLOSING• The initial buy strategy within the firm consisted of three components: talent, clients, and discipline. In pursuit of acquiring firms, I researched over 100 firms in the U.S. market with outstanding offerings in the realm of technology, strategy, creativity, media, and analytics. As the client-facing markets were large metros with a high concentration of Fortune 500 clients, I handled the negotiations and contracts for mergers.

ACHIEVEMENTS CONTINUEDREVENUE & SALES CAPTURE STRATEGY / PROFESSIONAL SERVICES EXPANSION• Revenue growth was inconsistent. I developed a new customer engagement approach and an early account-based management program to create a predictable pipeline and conversion rates. Within the first year of implementation, sales grew. This product continues to drive revenue gains and growth. The legacy of this strategy has established an organic growth trajectory expected to reach as high as $50M for the primary service line.INTERNATIONAL SALES EXPANSION / CORPORATE IMAGE• A larger regional footprint was necessary to elevate the company’s profile as an international player. I examined top relationships and overseas structures regarding centralized/decentralized approaches to budgeting. Organically built a new office in Geneva, Switzerland. This provided significant tax benefits and a high concentration of clients. This office was established and staffed. VALUE PROPOSITION / DEVELOPMENT CREATION• Determined to improve differentiation with an eye toward a potential exit event. Personally formulated a vision driven by client needs and trends to bring more real-time data/analytics, adjust client investments, and improve ROI. Within 9 months, pivoted the company from digital marketing to insights/digital transformation. This increased client spending. This was ultimately declared Standard Operating Procedure and Best Practice.

Houston, Texas, Us

CORPORATE PROFILE: A $62B Retail Computer & Technology Company with 58,000 employees. RESPONSIBILITY PROFILE: I was responsible for global financial services GTM for all Print segments. Upon my first anniversary, I was tapped to lead a marketing transformation in the EMEA region. I returned to the US in a Corporate strategy role, leading global partnerships for emerging markets. I also worked on Compaq integration for channel and GTM.