Currently serving as the global leader for marketing, sales, and sales engineering for Tacton Systems. Tacton is the Gartner Magic Quadrant Leader in SaaS-based configuration, pricing, and quoting (CPQ) software. Global manufacturers trust us with solving their most complex challenges so that they can focus on delivering a better buying experience for their customers.

GrowthLoop is the Composable CDP that empowers marketers to build segments in a unified audience layer, orchestrate journeys across channels, and measure results directly on their Data Cloud.

Jeff Summers has served as a senior technology executive consistently delivering company-altering results spanning sales, marketing, innovation, and product management. Leadership competencies developed working at a combination of large ($90B), medium ($1B), and small ($5M - $100M) technology companies. Focused the past 18 years on building markets, brands, products, and companies within the Software-as-a-Service, On Demand, and Cloud Computing marketplaces.Specialties: Leadership Specialties: Product Management, Sales Leadership, Marketing Leadership, Sales Enablement, Corporate Strategy, Management Consulting, Professional ServicesProduct/Market Specialties: CRM, Sales Force Automation, Sales Enablement, Software-as-a-Service (SaaS), On Demand Software, Application Software, Cloud Computing

Executive leadership of the Sales, Marketing, and Customer Success functions for CyberGrants, the leading global provider of SaaS-based, Corporate Social Responsibility (CSR) and Grant Management software. Sales leadership responsibilities include driving new customer acquisition, increasing annual revenue from existing customers, and maximizing retention through renewals. Marketing leadership responsibilities include overall go-to-market strategy, messaging, positioning, branding, lead generation and sales enablement. CyberGrants connects the world's givers of time, money, and products to those who can benefit from them the most. On an annual basis, CyberGrants enables over $6.5 billion in charitable giving and 50 million volunteer hours for hundreds of the world's most respected companies, including half of the Fortune 100. The impact of that social investment is delivered to over 650,000 non-profit organizations globally. Nearly one-third of all corporate giving is processed through the CyberGrants platform every year.

Headquartered in Chicago, FirstLook Systems is the pioneer in SaaS-based Automotive Retail Performance Management Software, providing industry-leading analytics solutions spanning appraisal, pricing, and inventory management - for approximately 2,000 large, complex franchise dealerships in North America. Jeff Summers served as President and CEO with operational responsibilities for all aspects of FirstLook's business.

SAVO is the industry’s leading provider of Sales Enablement solutions. This unique firm leverages innovative on demand (SaaS) technology combined with industry best practices to drive better sales execution during the most critical moment of the sales process – the customer conversation. Representative clients include IBM, American Express, Staples, Disney, Morgan Stanley, UPS, ADP, and Philips Healthcare. Mr. Summers is currently responsible for defining and driving the company's Partnering and M&A strategy. Core responsibilities include developing strategic partnerships with other industry-leading software companies for embedding SAVO technology within those companies' product offerings, as well as evaluating potential acquisition targets.

Overall responsibility for the development and delivery of all products and services - including product management, design, development, engineering, quality assurance, and infrastructure. Additionally, responsible for delivery of consulting services spanning strategic services, implementation, and customer support. Key accomplishments included:• Doubled the headcount within the SAVO Development organization from 30 to 60 and "flattened" the organizational structure to provide better departmental accountability as well as cross-team "checks and balances."• Replaced the legacy "Waterfall" development process with the AGILE development methodology. Implemented the required tools to proactively measure, assess, and manage alloperational components of the software development lifecycle.• Moved from quarterly releases to monthly releases, thereby dramatically increasing the velocity of new feature introduction, performance enhancements, and bug fixes.• Drove a major architectural refactoring of the application to dramatically improve performance, stability, and scalability.• Introduced the industry's first mobile sales enablement applications spanning iPhone, iPad, Blackberry, and Android.• Completely re-aligned the SAVO Consulting organization to provide a combination of strategic consulting offerings paired with tactical implementation services and operational outsourcing.

As COO, responsibilities were expanded to include all revenue-generating functions within SAVO. This included sales, marketing, solution architecture, implementation, account management, and enablement strategies. Significant accomplishments included:• While serving in this role, attained 100% of the annual bookings plan each year and drove in excess of 30% CAGR.• Developed and executed the launch plan for the next generation of SAVO’s Sales Enablement platform. This effort included an integrated marketing plan, website overhaul, demo development, sales asset creation, field certification, and execution of SAVO’s first Executive Summit.• Rebranded both the company and the product focusing heavily on Web 2.0 concepts and benefits. Launched the “Collective Genius” and “Never Sell Alone” messaging campaigns.• Through marketing execution, delivered over 60% of the pipeline in 2007. During that timeframe, over 6,000 campaign responses were generated which represented a 100% increase over 2006.• Over a 4 year period, marketing spend increased 5x while lead volumes increased 25x and average cost per lead plunged 75%.• Implemented a formal sales management process emphasizing pipeline development and gap planning. After the first 90 days, the “validated” opportunity pipeline for Q4 of 2008 had grown to 5x the Q4 target. More importantly, the weekly management focus helped insure that the reported opportunity was actually qualified.• Re-structured the sales team to optimize management span of control. Four regional teams were established targeting the east, central, west, and mid market. Each team then operated as a “business unit” with dedicated inside sales, pre-sales, and field marketing support.• To drive better consistency and predictability in all customer deployment projects, the SAVO implementation process was overhauled and standardized. This included more specificdefinition of SOW’s, project deliverables, etc.

As Executive Vice President and CMO, Jeff had overall responsibility for Corporate Marketing, Product Management, Business Development, and Alliances. Critical initiativesincluded the following:• Reengineered SAVO’s corporate positioning to emphasize thought leadership in Sales Enablement and more importantly, the depth of knowledge and expertise of SAVO’s people.• Assembled SAVO’s new marketing “engine” including increasing the prospect database to 20,000 contacts, launching a new website, implementing the Eloqua Marketing Automation Platform, integrating Eloqua with both the website and salesforce.com, developing a new demo and executive presentation, and recruiting a world-class marketing team.• Established quarterly lead targets tied directly to SAVO’s bookings plan. Generated almost 4,000 campaign responses which represented an increase of 150% over 2005. Marketingcontributed over 50% of the total opportunity pipeline in 2006.• Developed and instituted weekly and monthly dashboard reporting processes to track all critical marketing metrics. Key performance indicators include website traffic and campaign response rates. Conversion rates from response-to-accepted lead, accepted lead-to-opportunity, and opportunity-to-close are monitored for all major marketing initiatives.• Developed and executed a new PR strategy to aggressively re-launch the SAVO Group highlighting its unique culture, history, success, and momentum.• Developed a Sales Enablement ROI Model with quantified customer success stories that were leveraged to build client-specific business cases.• Defined and launched the Business Development/Inside Sales function for SAVO, including role definition, metrics, recruiting, and training.

Siebel Systems established itself as the market-leading provider of Customer Relationship Management (CRM) software. As General Manager of the Siebel Sales Product Group, Mr. Summers directed a global product management team responsible for one of Siebel’s largest solution areas. This $100M product line provided sales automation solutions for leading Global 1000 companies including IBM, UPS, AT&T, Pfizer, Proctor & Gamble, and Wachovia Financial.Key accomplishments included:• Grew the core Sales Force Automation business 20% in 2004. Additionally, the team achieved 109% of its revenue target for Sales Analytics. This attainment represented 90% growth quarter to quarter and 30% growth year to year. • Awarded a US Patent for his development of “Triangulated Sales Forecasting,” a Sales Management Best Practice embedded within the Siebel Sales product.• Personally engaged in over $30M of "must-win" transactions in annually and served as keynote speaker for over 20 marketing events each year. Received formal media-certification training and was leveraged as a “Tier 1” speaker on Siebel’s Executive Speaker Bureau.• Re-engineered Siebel’s SFA value proposition, subsequently repositioning the product line around seven “best practices” for multi-channel sales execution. Personally developed the thought leadership content that defined these seven best practices.• Led Siebel’s responses to three of the Gartner Group’s Magic Quadrant Analyses for Sales Automation. In all cases,Siebel was recognized as the only vendor rated in Gartner’s Leadership Quadrant. More importantly, the quadrant gap between Siebel and its key competitors grew significantly. • Executed a “field marketing” approach that focused on execution of highly targeted, local events emphasizing Siebel’s thought leadership in sales execution and management. During a 6-month period, over 30 of these events were executed resulting in a sales pipeline contribution of over $40M.

TIBCO Software is a market-leading provider of enterprise application integration technology for the Fortune 1000. Mr. Summers led a global organization comprised of four primary marketing teams: Industry Solutions, Sales Enablement, Analyst Relations, and Inside Sales.• Within Industry Solutions, recruited and hired Industry Managers focused on driving industry-specific marketing programs targeting Financial Services, Manufacturing, Retail, Life Sciences, Energy, and Communications. During the first half of 2003, this team developed over 30 detailed value propositions addressing critical integration needs within the target industries.• The Life Sciences Team, in particular, gained significant traction in 2003 by growing revenues 70% year-to-year. By December, they had established a 2004 pipeline supporting growth objectives in excess of 100%.• Within 9 months, the customer reference team documented and published 60 detailed and customer-approved case studies. • By working closely with local sales teams and their customers, the total population of published, reference customers was increased from 180 to 250.• The competitive intelligence team developed detailed sales tools targeting IBM, BEA, WebMethods, SeeBeyond, and Vitria. The competitive domain experts on this team engaged in over 50 sales opportunities representing over $12M in 2003 revenue.• The ROI Team developed both a methodology and set of analytical tools for clearly articulating TIBCO’s quantifiable value. This team performed over 30 ROI engagements and assisted in driving over $11.5M in closed revenue.• The Analyst Relations Team developed critical relationships with both IT industry analysts (Gartner, Meta, Forrester, etc.) as well as key vertical analysts (Tower Group, AMR, etc.). In2003, TIBCO attained the top ranking in the Gartner Magic Quadrant for Integration Broker Suites.• Enhanced the Inside Sales Team, tripling both lead production and closed revenue year-to-year.

Served as the hardware brand management focal point for IBM's largest customer segment, the Financial Services Sector. This customer segment drove over 40% of IBM's server hardware revenues. Primary responsibilities focused on development of demand generation and competitive displacement initiatives in the Americas, Europe, and Asia Pacific, driving worldwide revenues of $3.2 billion spanning System/390, RS/6000, and AS/400.

Managed sales teams spanning Minnesota, Wisconsin, and northern Illinois. Annual quota exceeded $20,000,000. Between 1997 and 1998, team produced year-to-year revenue growth of over 20% in Wisconsin and 40% in Minnesota. Developed and implemented a detailed new business strategy with primary focus on the Small & Medium Business Segment. Through third quarter of 1999, finished 165% of its target for this market segment with over 100% year-to-year growth.

Began career as a vertically-aligned Client Executive for IBM assigned to accounts within the insurance industry. Transitioned to sales roles supporting IBM Global Services during the earliest years of this organization's inception. Completed individual contributor career phase as a Hardware Account Manager supporting IBM's Networking Hardware Product Group. Attained 100% of the sales plan each year, subsequently attending IBM's 100% Club 10 consecutive times.