Cloud based data security

CORPORATE PROFILE: An $8.43B terrestrial and wireless infrastructure company with 30,000 employees. RESPONSIBILITY PROFILE: Reported to the General Manager of APAC with a $196M Revenue Goal, 107 employees, and eight direct reports. Responsible for the sales of all BNS fiber optic connectivity and cabling products in APAC.ACHIEVED IN THIS ROLERESTRUCTURING• Determined that restructuring sales teams from region-based to product- and service-based was the most effective way to improve sales results, streamline product consistency between countries, and increase the sales pipeline. Over six months, I analyzed the finance and product mix data to begin a restructure, which included transforming the GTM strategy and navigating several levels of internal approvals. This restructure raised morale, reduced the sales cycle for improved volume, and refocused the sales team.FORECASTING• Resolved to transform forecasting guidelines to deliver more accurate data and elevate credibility with HQ. Within seven months, met with each sales team to analyze all accounts, divided those accounts into categories, and used this data to drive toward a 5-7% accuracy range. This new methodology was essential in reestablishing credibility with HQ, which led to increased investment support for the business.

CORPORATE PROFILE: A $49B technology company focused on IT infrastructure with 79,500 employees. RESPONSIBILITY PROFILE: With Cisco, Reported to the Vice President of Services Sales APAC with a $78M Revenue Goal and 27 employees with five direct. I managed all Cisco services sales in southeast Asia.ACHIEVED IN THIS ROLESTRATEGIC ALLIANCES• Assembled a proposal team and secured internal approval to take over operations of the new “Yes” network, a first-of-its-kind project for Cisco in terms of scale and scope. Charged by the VP of Services Asia to minimize risk and generate revenue while meeting KPIs and QOS. Over the next 24 months, managing the pre-sale program from network design to operation protocols and staff planning, and navigated internal policy, risk mitigation, financing, and client expectations. This project successfully penetrated the Asian market, bolstered Cisco’s reputation, and drove $74M in revenue with built-in performance bonuses over the next two years.

CORPORATE PROFILE: A $57.3B networking technologies company with 400,000 employees. RESPONSIBILITY PROFILE: Reported to the Chief Revenue Officer with a $7M Revenue Goal and 12 employees with three direct. Mandated to build and scale BigFix sales and marketing efforts throughout APAC while simultaneously growing revenue, which required developing and executing a comprehensive regional channel and indirect sales strategy.

CORPORATE PROFILE: A $2.7B Cybersecurity Company with 3,659 employees. RESPONSIBILITY PROFILE: As VP of Endpoint Security/OEM, reported to the Global Head of Sales with a $22M Revenue Goal (achieved $28M) and 45 employees with eight direct. Duties included driving sales in APAC, building the Asia business to lessen dependency on Australia, building a channel program, and opening offices in critical markets.ACHIEVED IN THIS ROLEINTERNATIONAL SALES EXPANSION• Recruited to foster business growth in the APAC region by initiating pan-regional expansion efforts. Over three years, developed and implemented a strategy to relocate our regional HQ from Sydney to Singapore. This refocus on Asia proper resulted in 100% growth in regional contribution ($14M), bolstering the company’s reputation with key markets, analysts, and investors. Replicated similar strategies with Lucent Technologies and CommScope, achieving millions in regional revenue growth.ACQUISITION INTEGRATION• Post-acquisition of Altiris by Symantec, the Global Sales Leader was called upon to foster integration synergies in the APAC region. Planned and gained approval for a strategy within two months. For the following six months, tirelessly worked with my Altiris counterpart to develop a “Playbook” to integrate sales protocols, revenue goals, budgets, benefits, job descriptions, and titles in compliance with Symantec’s HR and sales policy. These efforts retained 100% of the staff, breathed new life into the Sales team, and exceeded revenue goals over the next year. This integration roadmap became a best practice and is still followed in APAC.

CORPORATE PROFILE: A $23.5B networking company serving all verticals with 21,000 employees. RESPONSIBILITY PROFILE: Reported to the President of Global Sales with a $23M Revenue Goal and 12 employees with three directs. Responsible for driving revenue growth and building the existing team into a sustainable regional sales group for network management software.

CORPORATE PROFILE: A $26B telecom infrastructure provider with 98,322 employees. RESPONSIBILITY PROFILE: With Lucent, reported to the Vice President APAC with a $100M Revenue Goal (achieved $106M) and 40 employees with eight direct. Led wireless infrastructure sales in Indonesia and southeast Asia, JV creation in PRC, and global account management.ACHIEVED IN THIS ROLESTRATEGIC ALLIANCES• The goal of the CITIC/Lucent merger was to create a manufacturing entity in China to supply 3G+ wireless infrastructure equipment to Chinese telecom authorities, the division President charged me to establish a presence. Developed negotiation objectives, identified key partners over three months, and then led execution over two years to gain corporate buy-in. Overcame regulatory, financial, legal, and sovereign risk complications in this process. This successfully established the JV agreement, which resulted in $100M+ in revenue over the next 10+ years. In addition, this facility became a manufacturing hub for wireless deployments throughout Asia, most specifically in India.TEAM LEADERSHIP• The Indonesia riots of 1998 posed an extreme safety risk to employees, so in the absence of other leadership, I formed a communication plan, updated it twice daily with team member safety statuses, and informed regional management daily. The company retained all staff, employees were more engaged as a result, and this strengthened client relationships in the region. As a result of these enhanced safety measures, was relocated to Hong Kong and entrusted with responsibility for strategic partnerships in China.

CORPORATE PROFILE: A Nynex was an American telephone company serving the New England region. RESPONSIBILITY PROFILE: Reported to the Indonesia Country MD and was responsible for leading 50+ geographically distributed employees, negotiations, resolving compliance issues, chairing bi-monthly progress meetings, evaluating/approving international suppliers, and monitoring/publishing construction activity status.ACHIEVED IN THIS ROLEOPERATIONAL OPTIMIZATION• Was tasked by the President of Asia Pacific and Europe NYNEX Network Systems to develop a project plan for the Telecom III project and gain stakeholder buy-in. In the following four months, collaboratively drafted a plan to track progress/approvals in every stage of all four subsystems, navigated conflicting agendas with both internal and external stakeholders. This enabled timely project completion, generated $75M in revenue, and established NYNEX as a significant player in the Indonesian Telecom marketplace. This roadmap became SOP and was replicated in Thailand’s future projects.