Craig Ferri Email & Phone Number

London, England, United Kingdom

• Created the company and established its values: marketing, branding, team buy-in and creativity, selling the vision, nature, and value of the product, and why our company is worth considering• Transitioning from concept to execution, delivering the idea throughout all areas of business• Driving the business and maintaining the energy required to grow a start-up organisation• Delivering what is promised with minimal resources, and working on and closing sales dealsAchievement Highlights...• I built The Ferryfield Group, a risk-focused company, during the COVID period. The company is comfortably breaking into the market; partners earned a comfortable salary in the first year of trading, during which we turned over £100,000+ and a very healthy pipeline of >£500,000. I negotiated and secured partner contracts through our existing network of risk professionals (throughout EMEA and Asia Pacific).• I built a team of highly qualified, highly skilled, and globally recognised experts. We now have nine contracted individuals all adding pay-as-you-work value to the business (normal cost of over £1.5m as FTEs). A respected/qualified team was vital to the business as a start-up, providing credibility and confidence to prospective clients which enables us to prospect at government bodies and high-end projects at top-level enterprises (individual bids worth >£150,000 in consulting revenues).• Having partners in target countries is often crucial from a legal and cultural perspective (especially in many Middle Eastern countries). I created the Ferryfield Partner Network, introducing past relationships to the Ferryfield Group and negotiating contracts. I signed three partners in Europe, Africa, and the Middle East, and one in Asia to produce prospects of £500k+ in 2022.

London, United Kingdom

• Created a corporate sales/development strategy based on experience in the risk software market• Rebranded riskHive and introduced new messaging to engage potential clients and customers• Opened and energised new markets (geographically and vertically) in untapped industry verticals• Introduced a CRM system (Salesforce), supporting the creation of streamlined sales processesAchievement Highlights...• riskHive was looking to expand into EMEA. I tweaked the company’s messaging, branding, positioning, and business growth strategy (applying years of early experience as a web designer to improve the website). Collateral needed to be re-designed to align with the business growth strategy. Within three months, adjusted collateral was ready and the website was live and receiving positive feedback. Acknowledging the need to change decade-old messaging/branding practices was a step for the company. The fresh approach brought a modern, up-to-date feel to the company.• The company had no sales tracking and management system. I was involved in selection/design, and I managed the technical role out of a new CRM system (Salesforce). Over the years, I have been involved in four CRM rollouts. The new CRM allowed real sales numbers to be generated, pipelines to be clearly identified and managed, and the vital sales big picture to be visible. The CRM will allow a structured and controlled sales growth, which, in turn, allows for business continuity. It is never easy to persuade, challenge, and create change this was achieved here.

• Created a corporate sales/development strategy based on experience in the risk software market• Opened and energised new markets (geographically and vertically) in untapped industry verticals• Drove business development; created, organised, and staffed a new corporate sales functionAchievement Highlights...• I devised and initiated a strategic approach to enable InPhase to expand beyond the UK public sector to global corporate clients, nurturing client relationships, and growing a global sales team. I wrote corporate marketing and sales pitches to generate sales leads through LinkedIn and past networks. I also arranged/presented at sales meetings. The corporate and global sales pipeline grew from zero to £200,000, as did the company’s corporate profile. InPhase became significant as a business intelligence (BI) and performance management tool throughout the corporate world.• I created a new global partner network, signing up four partners over six months, allowing access to companies in Southern Europe, the Middle East, and the USA. These partners delivered multiple business opportunities and met with key potential clients, enabling the business to reach clients that would otherwise have taken a lot more time and a much bigger internal team at InPhase.• I identified the need for a second corporate sales individual to facilitate the strategic plan to start selling into the corporate world in identified industry verticals. This required industry and territory expertise. I selected and presented the potential employee to the company owner who employed the individual to add to my corporate sales team. The addition of an experienced corporate salesperson created more traction and a realistic chance of breaking into focused industry sectors.

London And New York

• Key input into overall company strategy for >14 years covering product strategy, pricing strategy, global sales and marketing strategy, training and consulting growth plans, and overall messaging• Selected the team and partners – surrounding myself with the best people paid off over the years• Planned sales/marketing strategy, coordinating the team as a crucial part of year-on-year success• Built a partner network, created a management mechanism, and enabled a small team to make a big mark across the EMEA and Asia Pacific regions, achieving 80% of revenues in some countries• Strategic planning and decision-making with a big-picture perspective on the executive team/boardAchievement Highlights...• I built the EMEA and Asia Pacific business unit team from two to 20, with 20+ partner consultants and a network of >100 partner companies across >80 countries. I drove revenues from a few hundred thousand to $10M and the company from a few million to >$20M worldwide. By the end of my tenure, the EMEA and Asia Pacific divisions had grown from start-up units making up a small percentage of company revenues to delivering 50% of the company's revenues, at $10,000,000.• I set up two operations from scratch, negotiating office leasing in Sydney, and purchasing the UK office building – I selected everything from location to people. The business units remained above 50% profitability throughout my 14 years as MD. I recently sold the UK office, returning profits of 100%. • I drove sales and marketing plans/execution – brand expansion, lead generation, and business development from a small UK footprint throughout the EMEA region, Eastern Europe, and the Asia Pacific. My sales and marketing strategies consistently hit between 8% and 20% year-on-year sales growth for 16 years (bar 2009).

London, England, United Kingdom

• Initiating and supporting delivery of the company rebrand; delivering/executing the marketing plan• Employing the first two members in what became the start of the EMEA team for the next 15 yearsAchievement Highlights...• The company had been seen as a software catalogue resale establishment with confused messaging and branding. I presented a new way of branding/messaging to the owner (away from catalogue resale into the B2B global player it is today). I drove the rebrand and change with a UK agency, radically altering the way Palisade presented itself. The company’s brand is a hybrid of changes that occurred over the following decades, stemming from that initial rebrand in 2003.• Except for its flagship product ‘@RISK’, Palisade was unknown when I joined. I devised a marketing plan (design, advertising, trade shows, conferences, and our own Palisade events), and within a few years, Palisade was at the forefront of quantitative risk and decision analysis and remains so today. Educating people on the value proposition was critical. Revenues increased once people recognised the value of saving time and money by understanding and mitigating risk.• I gained extra headcount and brought in two skilled business development managers by identifying opportunities outside my scope of work and some persuasion. My mantra was to surround myself with the best people possible and succeed as a team. The team grew from two to four in the first year, then to seven in the second. Revenues increased from £300,000 to more than £800,000 in the first two years. Leads grew from very few per month to 100+ monthly across Europe initially.

Executive Mba, Business Administration And Management, General

Non-Executive Director (Ned) Accelerator Programme

Executive Mba, Business Administration And Management, General

Executive Mba, Business Administration And Management, General

Executive Mba, Business Administration And Management, General

Bachelor'S Degree, Graphic Media Studies

Executive Mba, Business Administration And Management, General