Gregory Hebert Email & Phone Number

Massachusetts, United States

● Crafted Quarterly Business Review presentations for Executive Leadership Team; managed resulting actions that impacted reporting, analytics, processes, and data governance. Impacts included unifying routes to the free trial, in-app guides to improve UI/UX, and KPIs for Sales/Success partnership and enablement● Built extensive new hire onboarding guides, including 100+ key actions by 30/60/90-day milestones, company/industry 101s, Slack channels, and team/org overviews, which accelerated dozens of new hires’ time to value and established a collaborative and traceable documentation repository while removing failure points for business continuity● Developed in-platform customer usage funnel analytics to identify key friction points in the user journey, influencing ELT-level decisions for UI/UX simplification and CDP investment● Isolated and measured metrics for 16k trials across the entire lead-to-opportunity lifecycle, enabling the ability to measure actual to target performance and the impact of operational changes for various conversion points● Piloted and developed the logic for customer segments in Marketo and SFDC to develop 12 core personas for personalized Sales/Success engagement to improve conversion rates across the customer lifecycle funnel● Utilized AB testing to experiment, learn and improve processes quickly; tested a hypothesis that video engagement is more effective than text on initial outreach, which improved prospect engagement click/open rates by 24% and 114%, respectively

Hopkinton, Ma

● Trusted advisor to the SVP and VPs for Customer Success via budget reviews and analyses to manage discretionary levers, directly improving KPIs. Highlights include a 92% outperformance rate against financial targets, 3% annual errant headcount spend reduction to AOP, 5% realignment to ensure VP leadership integrity, 20% spans of control improvement to accelerate decision-making, and 30% partner cost removal by renegotiating agreements, delivering on corporate savings commitments● Led a team of analysts to drive operational & financial controllership for a $600m, 5k Services organization. Interviewed, onboarded, managed, and delivered feedback to team members to foster continuous development; managed transition and succession planning to ensure business continuity● Conduit between Operations, Finance, HR, and other teams to ensure alignment across key stakeholders; implemented processes, reporting, and controls for headcount, compensation, travel, partner vendors, and cost centers

Hopkinton, Ma

● Created an innovative process improvement initiative to enhance Support Services expense reporting, significantly reducing confusion and reconciliations of conflicting data sources● Developed a new collaborative forum via Six Sigma certification to drive joint financial ownership and alignment between Finance, Operations & Delivery teams, which conveyed the business’s financials and recommended improvement areas● Implemented a new solution for Support expense outlook/forecast and planning cycles ($1.5B). Managed the process and team members to develop a reporting model, which improved financial controls, auditability, and cycle time● Quantified business cases for new service introductions, cost-saving initiatives, and return on investments; also led strategic conversations about expanding understanding of Support expense, revenue, and margin. Specifically, I partnered with the BI team to develop and audit new reporting tools via Tableau for various Support metrics (maintenance/warranty, direct/burdened, theatre/country)

Hopkinton, Ma

● Developed new analytical reports to improve executive & general managers’ understanding of product profitability. Included 250+ page KPI package, analyzing revenue ($11b), expenses, assets, and headcount metrics. Executives (CFO & IR) used analyses for earnings, and general managers utilized them to identify levers for performance improvement● Improved product P&L sales expense method ($4b). Enhancements incorporated product differences such as specialty teams, presales, and renewals to better align expenses with each product’s level of effort vs. allocating as a percent of sales● Supported product line P&L publications for product profitability and rationalization decisions

Bedford, Ma

● Managed a $100M business unit’s revenue assurance and order-to-cash cycle. Meticulously analyzed and assessed sales contracts for revenue recognition adherence and allocation guidelines. Confirmed VSOE compliance was consistent with GAAP and EMC’s financial control policies● Led an initiative to improve the billing process of two products which yielded a $200K increase in the annual revenue stream and enhanced customer satisfaction, financial reporting accuracy, and cash collections

Hopkinton, Ma

● Analyzed and booked general ledger entries, prepared drafts of MD&A for the 10K/10Q SEC filings, tested SOX controls● Managed an intern and balance sheet audit initiative; realigned $6M to proper accounts

Burlington, Ma

● Developed and built out contract database for $600M healthcare business unit to analyze customer contracts● Performed SOX control testing, prepared internal controls, executed forensic audits on acquired compani