- Working into the Chief Commercial Officer, I oversaw the day-to-day operations of the Commercial unit, the Indirect and Partnerships sales unit and the Americas regional operations- Accountable, along with finance, for collating the Budget, managing the P&L; I also drove metrics and management information to feed into strategic discussions with the CCO, his Leadership team and upwards into the CEO- Responsible for ensuring that the strategy developed by the Commercial, Indirect and Americas Leadership team became a reality through effective operational delivery, I created and led on strategic/special projects - I was the eyes on the ground for the CCO, supporting him to manage his global team and work effectively with the rest of the organisation, including the sales verticals, and other Global customer-facing and enabling functions

- Leading the Alliances Incubator for BT Global, I am responsible for setting and executing on the strategy for developing GSIs (including Atos and Accenture), hyperscalers (including Google and AWS) and technology partners (including Dell and Zoom)- I have a broad remit which includes identifying, qualifying, contracting/onboarding, developing and managing Alliance partnerships, as well as a specific focus on building and driving to close a sell-through and with pipeline of opportunities - I am absolutely passionate about the incremental value we can deliver to customers through Strategic Partnerships, and work with our partners to define customer needs, assess areas of complement, and take to market new and exciting sell-with and sell-through joint propositions that make best use of existing capabilities in both companies- To support this approach, I establish contractual and governance models to ensure a simple commercial model and operational excellence, and work to standardize this wherever possible to support deal repeatability with our strategic partners- Working as a key part of the opportunity team, I lead on identifying win strategy and bid inputs for the value-add of the alliance, including co-development of the value proposition for the end client and work closely with product, delivery and design, pricing and legal to input into the shape, structure and approach of the opportunity

- Leading joint go to market for Vodafone Global Enterprise, I developed pro-active propositions with Accenture and Google to take into our largest clients as well as whitespace accounts. My specific focus was on building and driving to close a sell-through and with pipeline of opportunities- To drive this, I facilitated joint workshops with our Account Managers and their partner counterpart to originate new opportunities in targeted accounts. - This enabled our sales teams to move away from simple mobile or fixed conversations with customers, to being able to position disruptive enterprise-level Cloud, IoT, Security, Data Analytics and Communications solutions that enabled true digital transformation for these clients and for their own customers; delivering revenue for both Vodafone and the Partner(s) with whom we were working- In FY18/19, our team’s partners delivered over €200m of incremental new business for Vodafone Global Enterprise, of which €65m was attributable to the partners I managed

- Own the end-to-end Customer Relationship Management strategy, ensuring that we have robust plans and the budget needed to deliver the required customer net growth targets.- Responsible for managing the performance of up-sell and cross-sell sales and retention activity for Enterprise, Public Sector, Wholesale and Business Partner customers.- Assimilate data from across siloed systems to identify cross-sell, up-sell and retention opportunities.- Deliver insight that identifies opportunities to increase base revenue, protect against downspin and decrease the number of customers ceasing their services or churning from our base.- Working closely with the MLE Customer Campaigns Manager, deliver insight-led campaigns into our customer base, and track the results of these.- Leverage a ‘Churn Propensity Model’ to profile customers who are identified as being at high risk of churning, and prioritise them based on their value.

Focused on identifying and driving continuous process and system improvement in the end-to-end of VMB, including Prospecting, Sale, Order, Order Entry, Delivery, Billing and Cease/Churn. Key projects have included, but are not limited to:- The delivery of a 'bulk lead load' ability into Salesforce.com (SFDC), which resulted in a £14kpm saving to the Marketing budget as it removed the cost of an offshore team.- The creation and implementation of a sales process for a new field-based team, which removed the need for them to complete the back-office admin. Per sales agent, this gave them back 1 day per week previously spent on admin time and drove an uptick in sales of 20%.- The creation and implementation of a contract process in the Indirect Partner Channel, having identified the primary cause of an abnormally high Pre-Install Cancellation rate to be 'Customer Changed Mind'. This has resulted in better quality partner sales, and will support the reduction of cancellation rates in this channel.- I worked with Sales Operations, Sales Management and the Marketing teams to initiate changes in SFDC which have benefitted MLE as well as SoSME. These included: the addition of a new field to capture customer contract end dates as part of the sales conversation, thus providing a pipeline of data for future marketing and sales activity; the addition of wrap codes to support the data feedback loop from the Sales teams into Marketing; and the inclusion of historic status and wrap code tracking, ensuring a prospects' history with us would be captured to support future sales and marketing conversations.- Responsible for financial modelling, including forecasting, tracking against budget and providing recommendations to support course-correcting where necessary.

Channel Sales Leader for Cloud & Smarter Infrastructure, Europe IOT, responsible for translating WW strategic direction into IOT-wide and local actions to ensure the European C&SI business partner channel had the knowledge, skills and sales assets required to ensure their revenue goals were met and exceeded. My responsibilities were mapped to WW strategy in 3 key focus areas.Focus: Consistency of Channel InteractionsAccountable for creating and driving a common engagement model between 200+ technical sales professionals and IBM business partners, I co-ordinated the alignment of technical expertise with business partner technical and sales teams under the Be Essential in C&SI Technical Sales project. Focus: Software DeploymentWorking with the C&SI Channel Technical Enablement Team to plan, develop and measure business partner enablement, accreditation and experience in software deployment. I supported the consistent delivery of quality software deployments by IBM business partners by driving and managing a program that enabled business partner technical sales to work with the IBM technical sales team on the pre sales and post sales of real opportunities. Results included the accreditation of 157 business partners under the Practice Accelerators program, and the successful completion of 11 program participants in 2014.Focus: Continuous ImprovementWorking with both our immediate European Team and the wider Global Team to review Channel tools and processes, I highlighted areas for improvement with recommended action plans. At the heart of this project was an objective to enable the IMT Technical Managers to identify where and how to improve Channel performance in their IMT where results were not optimal. This project was central to driving a strong Q4 close for the Channel Technical Leadership team in 2014, and targets were met or exceeded in all IMTs where this was successfully adopted.

Participating as a member of the European Channel Sales Leadership team, I supported the IOT Channel Software Sales & Technical Sales organization by executing the WW strategy cross-Brand and pan-IMT. I was fully responsible for developing and executing plans to ensure the European business partner channel had the knowledge, skills and sales assets required to ensure their revenue goals were met and exceeded.Interacting with resources from across the IMT, the wider IOT team and interlocking into various other functions across IBM to ensure the planning and delivery of technical sales enablement programs to the channel were aligned and interlocked, I was assigned to lead on a number of IOT projects.- Project: Software as a ServiceI led the European Routes to Market Workstream as Project Manager on behalf of the Exec owner, working with WW and European Stakeholders to identify, drive and deliver on key actions to accelerate selling SaaS in IBM. As Project Manager, I personally contributed to a progress update on the 90-day project plan which was made to IBM's CEO in September 2014. I was awarded "Innovation that Makes A Difference to Tech Sales" by the WW Technical Sales and Services Director for my Operations and Project Management transformation work on this project.- Project: Partner SkillsAccountable for interlocking with and supporting the European Channel Technical Leadership team and relevant IMT sales and technical sales to ensure prioritised BPs were identified for technical enablement on the Partner Skills project. With a specific focus on the execution of BP development plans leading to improved skills and and incremental/new business, this project resulted in 50 fully autonomous software partners who delivered $20m of net new business in 1H 2014.

- In this first Graduate sales role at IBM, I created new and interesting ideas to propose to mid-market and public sector prospects and existing clients, creating vertical-specific scripting and proposals - I leveraged social media, alongside more traditional means of communication, to create, maintain and develop long-term relationships with IBM customers, specifically in the Public Sector and across-industry in Mid-Market- I demonstrated a natural ability to successfully make cold calls and consistently exceeded targets set by generating qualified leads for the Field Sales team- While still working for IBM, as part of the Champions for Growth Program, I was seconded to one of our largest UKI partners Tectrade in an essential move to deepen relationships with this IBM only partner- Joining their new business development team as a New Business Executive (an inside sales role), I leveraged social media, alongside more traditional means of communication, to create, maintain and develop long-term relationships with IBM customers, specifically in the Public Sector and across-industry in Mid-Market- Skills and knowledge transfer, both from and to the partner, were an essential focus during this period and I spent a lot of time with the new team prospecting, generating leads and sharing insight on IBM technologies

I provided exceptional customer service as a highly effective Assistant Manager, coaching the team effectively to keep them motivated. I played an essential role in education and training in the retail environment, specifically up-selling and linkselling training and enablement, and consistently overachieved on sales targets set. Commercially astute, I was responsible for tracking budgets, forecasting and completing all financial documentation and paperwork.

Extremely customer focused, providing an exceptional customer service as an effective member of the sales team. Consistently exceeded sales targets, and effectively manage and motivate the team for whom I was accountable. Identifying training and development needs and developing appropriate strategies in support of corporate objectives.

Provided individualised services to vulnerable adults including those with learning disabilities, physical disabilities, offensive behaviour and mental disorders. Supported the service users by effectively using verbal, non-verbal and symbolic forms of communication.

Managed up to six members of staff in a busy and popular restaurant. Established, developed and maintained key relationships with suppliers. Submitted restaurant information and advertisements to local media. General office duties as assigned by restaurant manager.

Responsible for welcoming customers, training new Baristas in all areas of the café, including making drinks to match hundreds of Starbucks recipes. Excellent and consistent customer service was essential to ensure repeat custom.