David Stowell Email & Phone Number

Franklin, MA, US

New York, US

• Responsible for all operational activities of the Commercial Organization with additional liaison responsibilities across Legal, Finance, Prod Management and Technology.
• Decision Support–Designed and built rigor into processes, systems and tools to deliver the analytics needed to drive overall revenue growth. B2B revenue grew from $66M in 2022 to a projected $227M in 2024.
• Performance Mgmt.–Designed processes, systems, and productivity metrics to ensure the teams hit performance targets. Established OKR and KPI monthly/quarterly tracking with 100% staff adherence. Incorporated early.
• Pipeline Mgmt.– Drove overall effectiveness of pipeline management. Owner of the pipeline process (e.g., methodology, metrics, review cadence, tools) and measure and report on effectiveness. Improved Pipeline accuracy.
• Annual Planning and Optimization–Instrumental in driving the annual planning process to set the coming year targets and allocation of quota across teams, segments, markets, and territories. Managed the process of.
• Compensation Strategy–Redesigned and deployed the new compensation structure across Sales, Account Management and the Sales Development teams dropping the attrition rate by 36% points.

Venlo, Limburg, NL

• Extension of existing role as Vice President of Sales Operations.
• Transformed QDI Services into a “Professional Services” organization, identifying the right staff for leadership roles, removing some existing staff, redefining roles within the team and revamping the team structure.
• Implemented industry standard project management tools and standard operating procedures to ensure streamlined processes, increased efficiencies, and improved client satisfaction.
• Ensured client deliverables exceeded client expectations and timelines. Client satisfaction scores improved by 62%.

Venlo, Limburg, NL

• Provided leadership to the sales organization and counsel to the Global VP of Sales.
• Spearheaded overhaul and simplification of sales commission plan and quota setting resulting in the sales team achieving 112% of quota.
• Improved the QDI customer experience though a simplified sales order process, improved credit management reporting and streamlined customer agreements and processes. Receivables improved by over 20 days on avg.
• Established a Deal Desk for deal acceleration with sales lifecycle decreasing on average by 28 days.
• Identified/improved internal sales training tools and brought in the Challenger Sales program for more rigorous sales training and practical implementation.
• Created extensive Salesforce reports and dashboards for increased visibility and accountability across all areas of sales. Forecasting accuracy ranged from 95% to 115% quarter over quarter.

• Provided executive leadership of Scientific Operations, Client Management, Support, Product Delivery (Implementation), R&D, Quality Control, Information Technology and our Quality Management System.
• Successfully scaled all aspects of N-of-One operations while also realizing improvements in gross margins in an industry with unfavorable market prices.
• Created Operational metrics and KPIs for all areas of the organization to ensure continuous improvement throughout the organization.
• Integral member of the executive team positioning N-of-one for acquisition.
• Remaining executive in charge of managing all N-of-One operations through the successful integration into the greater QIAGEN Digital Insights structure.

Eden Prairie, MN, US

• Provided executive leadership of Support, Client Management, Sustaining Engineering, Product Delivery, Documentation and International Client Operations. 9 direct reports and 140 employees for 2,200 clients in 19.
• Achieved record high levels of year over year customer satisfaction gains, improving “KLAS” rankings by 5 rankings in Operating Room solutions and 3 rankings in Emergency Room solutions while also improving NPS (Net.
• Successfully migrated from a suboptimal offshore customer support model to a fully onshore model proving savings of $315,000 annually while improving the quality and timeliness of support.
• Implemented a comprehensive Client Management Program to continue improvements in client satisfaction/retention and to identify sales opportunities within and outside the Picis installed base.
• Established proactive client outreach programs and in partnership with the Sales organization implemented the first Client Reference Program.
• Led the implementation of the company wide Quality Management System that was the basis for creating our FDA approved processes.

Braintree, MA, US

• Responsible for all operational activities of this growth company to include day-to-day management of the organization by planning, directing and coordinating all activities of the organization’s operational policies &.
• Key accomplishments include complete organizational restructuring and alignment, automation of financial and accounting practices, implementation of sales forecasting and commission programs, development of all Human.
• Coordination of lease negotiations and buildout of new corporate headquarters and associated infrastructure

Peabody, Massachusetts, US

• Responsible for all operational functions of this division consisting of many cross functional teams (Support, Development, Implementation, Software Quality, Sales, Marketing, Contract Programming and Consulting)
• Division included a staff of 53 employees with 7 direct reports supporting a client base of over 400 clients (1600 plus install instances) with 20 niche solutions.
• Implemented strategic initiatives resulting in a 24% increase in revenue, 48% increase in gross profit, 20% increase in gross margin and an increase in EBITDA by 414% while reducing cost of sales by 20% and total.
• Drove teams to successfully reduce support backlog by over 70% in the first six months and added reference sites for all product lines, while improving turnaround time by over 50%.
• Released the company’s most successful product releases. The first beta site went live with 5 major applications reporting only 6 minor defects that were corrected within 24 hours.
• Provided leadership to the direct sales organization to include strategy, pricing, commission and incentive programs.

Randolph AFB, TX, US

- Power Production Specialist with the US Air Force National Guard- Honorable discharge - August 1991- Earned Air Force Meritorious Service Award

Bs, Finance

Education record