Leading the Lepide Customer Success function to create a world class customer experience during a critical growth period for the company.

Responsible for leading the EMEA enterprise customer success function at Mimecast. My role is to support CSM’s to drive value-based engagement by focusing on the customers security strategy and driving adoption to achieve their key goals. Key KPIs are GRR, NPS, Satisfaction, and identification growth opportunities. Highlights Grew the team from 8-12 CSMs covering 300 customers covering $65M revenue Achieved 104% of GRR target in FY23 & FY24 Identified multiple upsell opportunities in FY24 supporting 106% NRR achievementImplemented transformational customer success processes around journey mapping, success planning, health tracking, forecasting, tooling & reporting.

Joined Automation Anywhere as the first customer success manager in EMEA. I took on a player coach role looking after the largest enterprise customers while helping to build and grow the CSM team. Working with customers such as ING Bank, Experian & GSK my role was to champion process automation and drive adoption across their business. I also helped to bring onboard new CSMs and managed organisational improvement in process, tools and reporting. Highlights Achieved 101% of GRR target in FY21 $600K Upsell (Services, Education, License) Grew the EMEA to 9 CSMs – Recruitment, Resourcing, Training & Enablement Implemented transformational customer success processes around success planning, health tracking, tooling & reporting

In this role, I lead a team of 9 local and 10 remote CSMs across Northern EMEA. My responsibility was to ensure, retention, customer satisfaction & loyalty. I also managed the proactive premier support business for the region, leading our Enterprise Service Managers (ESMs) & Technical Account Managers (TAMs). The combined installed base dollars under my responsibility was >$200 million. KPIs - retention, satisfaction & NPS, adoption, and lead generation. Highlights Achieved 94.2% renewal rate across install base, >3% Increase YOY Achieved 2% reduction in loss rate % Contributed >$5m in services, license, and education business through lead generation Implemented risk forecasting into the standard sales process

In this role I was responsible for all technical and commercial escalations within the EMEA & APJ HP Software business. I managed a team of 13 escalation managers, whose role was to address customer issues relating to business risk for either the customer or HP. As manager of the team, it was my responsibility to support my team in driving the escalation ensuring that we satisfy our customers and provide reporting to EVP level. From a proactive perspective, I was responsible for making change within our organisation to reduce potential risk for our customers, and drive down our escalation numbers through improved support process and delivery. I drove continuous improvement in collaboration and process enhancement with internal SW services, R&D and product management teams to further enhance our customer experience and satisfaction. As well as this, through our escalations my team were tasked with identifying opportunities and leads within our escalated accounts to upsell support, services or license to drive business growth. Key Achievements• Customer Satisfaction Results for Escalation Management FY12 Top 3 – 100% Top 2 – 88%FY13 Top 3 - 100% Top 2 – 91%FY14 Top 3 - 100% Top 2 – 92%• Reduced escalation rate by 60% though FY12-14• Developed and implemented process to ensure case prioritisation between the support and R&D organisation• Developed and Implemented process to engage with professional Services to be proactive in preventing escalations relating to project deadlines – 50% reduction through FY12-14• Achieved high employee satisfaction results for FY13 & FY14• Top Rated in Focal Point Review for FY12, FY13, FY14

In my role as Strategic Engagement Manager I was tasked with managing a number of high risk escalations to ensure the smooth running and effective resolution of product issues within our top strategic customers. While the initial engagement with customers was a reactive one I have to work quickly build relationships, trust and gain confidence that HP are committed to the resolution of their issues. The engagements are a short term tenure that requires liaising with C -1 Level management to manage expectations and ensure a high level of satisfaction with progress of technical and commercial issues. The role often required an account management approach to take a holistic view of the customer situation aside from just their technical issues.As well as escalation management I was tasked with creating an improvement plan for support in the MEMA region. This has involved in engaging with sales leaders in MEMA and developing understanding of the issues with support delivery in the region and act on them to plan for MEMA being a growth area for HP over FY 12. Following this we created a number of activities to address the gaps within support. These included education of the MEMA sales team on support process and how to work as one team, visiting our strategic customers in each country to ensure the face of support is present and available for them and managing partners to ensure a training program is in place to improve implementation quality.Key Achievements• Successfully managed Lloyds, Thomson Reuters & Morrison’s through major escalations with revenue risk of over $2M• Secured Premier up sell from Lloyds 6 months after deal was in a “lost” state.• Created, managed and implemented MEMA Support improvement plan aligned to HP growth plans. This resulted in escalation reduction.• Significant positive feedback on all activities from Senior Customer and HP Management• Trusted advisor to Lloyds. I was seen as a pivotal member of the Lloyds account team.

In my role as Support Account Manager my primary goal was ensure the renewal of over $20M of global support contracts for a number of high profile financial organisations including, Barclays, Royal Bank of Scotland and Lloyds TSB. This meant managing the day to day relationship between the customer and support ensuring that agreed Service Levels were met. Within each account I managed a number of relationships within different business units and geographies, ensuring that their individual goals were achieved. This meant being a point of contact for over 20 different teams and would often involve acting as a point of escalation for support issues that were critical to the customer’s success. During any escalation I was expected to communicate up to board level both internally and externally; to ensure the correct expectations were set; and that the correct resources were in place to ensure the quickest resolution of the issue. I also had to liaise with different teams internally to ensure the customer’s needs were understood. In addition to this I worked with HP Partners and other 3rd Party vendors to align the needs of the escalation and minimise any mis-communication.I worked closely with the Support Renewal Sales Organisation to ensure that the customer renewed their contracts on time and with the License Sales team on new deals, helping to sell the value of premier support contracts. This often meant reviewing current contracts, ensuring the terms and conditions were correct and aligned to HP’s Processes, working with legal teams both internally and externally to negotiate and expedite any changes needed. Key achievements • Ensured 100% renewal of all customers support contracts year on year• Upsold Level of support to Premier for 3 separate contracts• Sold 2 Enterprise License agreements guaranteeing 3 years support renewal across 2 of my 3 main customers portfolios