Reports to VP: $450M gross revenue with 18% YoY growth. Manage Connection Inc. & Softchoice major channel partner account relationships. Separately executed Softchoice Canada. Lead Dell’s National Solution Provider Organization in revenue and profit growth for 8 serial years. Shattered Dell Technology’s aggressive quota of $450M, next achieving a stunning 18% in YoY growth.Lead 6 Senior Channel Managers over channels organized by partner, as opposed to segment, with 60 sales and… Show more Reports to VP: $450M gross revenue with 18% YoY growth. Manage Connection Inc. & Softchoice major channel partner account relationships. Separately executed Softchoice Canada. Lead Dell’s National Solution Provider Organization in revenue and profit growth for 8 serial years. Shattered Dell Technology’s aggressive quota of $450M, next achieving a stunning 18% in YoY growth.Lead 6 Senior Channel Managers over channels organized by partner, as opposed to segment, with 60 sales and 30 technical staff. Segments of commercial (70%); healthcare (20%); state, local, education (SLED) & G500. Only channel head, of five, to have non-US business. Leadership & Transformation | Operations, Business Management, Partner Development-Transformed problem channels into major partners with mutually beneficial growth for client and for Dell. -Led 20 acquisitions (M&A) to date, integrating sales management SOPs, best practices, and contract SLAs. -Build strategic OEM relationships to design campaigns targeting Large Institutions (LI) & Large Enterprises (LE). -Manages dotted-line relationships with sales engineers and systems engineers & Influences product teams Show less

DELL; MANAGING NSP’s and LVAR’s 2009 – 2014Channel Account ExecutiveHired in from a former Lenovo contact who had also been a top competitor out in the field. Remotely stationed and kept offsite for first 8 months. During this incredibly challenging setup—grew business in 9-month balance of year one to $16M from scratch ($0M) despite remote desk. Managed 7 Northeastern key partner accounts beginning from day one. Business Management… Show more DELL; MANAGING NSP’s and LVAR’s 2009 – 2014Channel Account ExecutiveHired in from a former Lenovo contact who had also been a top competitor out in the field. Remotely stationed and kept offsite for first 8 months. During this incredibly challenging setup—grew business in 9-month balance of year one to $16M from scratch ($0M) despite remote desk. Managed 7 Northeastern key partner accounts beginning from day one. Business Management intensive role setting best practices; negotiating contracts; establishing SLAs; sourcing and procurement; risk mitigation; third-party risk management; staffing and performance; and full $1.5M P&L accountability. - Built strategic OEM relationships designing unique campaigns for LE, LI, SMB, SLED, G500 and Public Sector clients.- Designed wholly new channel program achieving $24M in acquisition sales within first quarter of pilot operation. - Designed Cloud-based architectures to optimum productivity, highest quality, and remarkable cost-effectiveness. - Achieved top QA/QC marks with high client retention; better solutioning; and improved data-driven strategy. - Redesigned Dell’s registration program to enable channel growth within Dell’s enterprise and software lines. - Mentor and motivate. Daily engagement with sales to manage pipeline, report activity, and forecast quarterly results. Show less

One of my national account contacts, formerly via PC connection, called me about a MA, NH, and CT channel territory opening for net new business. “We’d love you to take a shot at this.” Working with smaller footprint accounts, I took responsibility to achieve a pretty aggressive goal. Things had been good with established business, but there was a huge issue with channel growth.- Yet I achieved 22% growth years 2 and 3; with year one at 15%. - Took from significant negative position… Show more One of my national account contacts, formerly via PC connection, called me about a MA, NH, and CT channel territory opening for net new business. “We’d love you to take a shot at this.” Working with smaller footprint accounts, I took responsibility to achieve a pretty aggressive goal. Things had been good with established business, but there was a huge issue with channel growth.- Yet I achieved 22% growth years 2 and 3; with year one at 15%. - Took from significant negative position and built back up to a strong baseline. - Grew Lenovo revenue within Connection Inc. from $84M to $185M in 4 years, representing 2X to target. - Achieved 40% YoY both years. Show less

After an integration between Office Depot and my company, the Tech Depot brand started at the $41M monetization mark. We doubled our account base every single year during my tenure. And this was profitable net new revenue.Promoted to team leader in 2002—where I was once a product specialist, I became the leader of that team. As a team, we handled big OEM accounts such as Cisco, IBM, and six or seven others—and the relationship reps reported into me (like product specialists, etc.)… Show more After an integration between Office Depot and my company, the Tech Depot brand started at the $41M monetization mark. We doubled our account base every single year during my tenure. And this was profitable net new revenue.Promoted to team leader in 2002—where I was once a product specialist, I became the leader of that team. As a team, we handled big OEM accounts such as Cisco, IBM, and six or seven others—and the relationship reps reported into me (like product specialists, etc.). Resource allocation came under my leadership charge, and I actively participated in DevOps / Solutioning/ Development. As a company (I was in charge of technical side), we exceeded $100M in data center business. Gaining technical selling acumen, my position regularly got out in tandem with field account executives/managers Show less

Within 6 months of my start date, I was elevated to a technical pre-sales engineer styled role. I accompanied sales reps on visits to everything from a pancake house to a mortgage company.We gained #1 server share during this time—overtaking HP’s server business market dominance & we developed the IBM relationship within Tech Depot from $5.8M to an unanticipated $22.4M in just 2 years. (I started as a highly independent Inside Lead Generation associate, solely supporting 240… Show more Within 6 months of my start date, I was elevated to a technical pre-sales engineer styled role. I accompanied sales reps on visits to everything from a pancake house to a mortgage company.We gained #1 server share during this time—overtaking HP’s server business market dominance & we developed the IBM relationship within Tech Depot from $5.8M to an unanticipated $22.4M in just 2 years. (I started as a highly independent Inside Lead Generation associate, solely supporting 240 field reps.) Show less

Achieved quota and reset the bar for the team, while leading by example and making friendships I maintain to this day. To this day, I still make time to go shoulder-to-shoulder with a struggling rep, even if that person is not on my team. (Coming from the ground up, I’ve been able throughout my career to maintain great hands-on acumen with product, project, sales and systems engineering teams. I’m always sure to give technical and project resources the kind of work they want for… Show more Achieved quota and reset the bar for the team, while leading by example and making friendships I maintain to this day. To this day, I still make time to go shoulder-to-shoulder with a struggling rep, even if that person is not on my team. (Coming from the ground up, I’ve been able throughout my career to maintain great hands-on acumen with product, project, sales and systems engineering teams. I’m always sure to give technical and project resources the kind of work they want for their career development, and thereby to further earn their devotion when the going gets tough. Show less