Jeff Taylor Email & Phone Number

Boston, Massachusetts, Us

Cambridge, Ma, Us

Responsible for defining the path for double digit growth and executing to deliver it. To achieve this, my team and I define the company strategy, manage the 3 main businesses, and manage several strategic, field facing and other operational roles. The majority of these roles have been newly created to enable Pega to transform increasingly into an as-a-Service company that can scale.

Boston, Ma, Us

Advised private equity investors and clients in the technology and industrial sectors.

Palo Alto, Ca, Us

Created two-pronged America's sales strategy, including priorities and execution plan, which drove double digit growth in targeted segments.Defined customer segmentation and associated go-to-market model to drive sales productivity, increase reach and penetration.Identified and prioritized the most important solution-driven sales plays. Defined sales, technical, BU sales rep, partner, etc., roles and responsibilities tied to each. Drove training and education out to the field.Defined consistent forecasting approach/formula, which enabled deeper & simpler inspection. This is now getting adopted across all segments and five layers of sales org.Created well defined quarterly rhythm for Americas, which reduced fire-drills and provided deeper understanding of business.a. More detailed inspection on key deals, out quarter funnel etc. at various points in the quarter b. Aligned all sales organizations to drive consistency and scaleInstitutionalized salesforce.com to be a quality source of data, including:a. Field training and well-defined expectations on usageb. Consistent dashboards for all sales leaders c. Hygiene and adoption tracked and enforced by entire sales leadership chainDrove automation of forecast/commit roll-up and assessment through new salesforce.com forecasting module, which eliminated spreadsheets and freed up the sales operations team. Reduced data errors and eliminated manual maintenance of excel-based commit templatesCentralized analytic capabilities to provide segments with timely analysis, driving scale and eliminating redundancies, enabling:a. Consistent reportsb. Deeper analytics, e.g., rep productivity, ELA renewals, white space

Round Rock, Texas, Us

Vision and strategy:Created a 3 year vision to transform EMC’s distribution/VAR channel that drove focus, e.g., top 5 initiatives, and progress, while growing revenues 20% yoy. The approach among other things, overhauled and improved (a) each individual sales role, (b) the global and in-theater organizations, now with clearly defined roles and responsibilities, (c) partner programs, training and enablement, (d) channel operations, (e) deal registration and pricing, (f) partner segmentation and voice of partner, (g) partner investment approach, (h) investment discipline, and (h) IT strategy, e.g. partner portal.Channel sales operations:Created a consistent role and managed the three theater channel operations teams, including financial management with a repeatable cadence and reporting package, consistent deal registration and pricing approach; resulting in increased visibility into EMC’s $6B channel, improved in-quarter decision making, $20m per year in improved profit from pricing.Strategy and insight:Segmented and prioritized EMC’s 11k partners into 6 key segments and top 100 by theater tied to revenue, customer targets, complexity and workload, then linked the segments to Voice of Partner survey feedback to inform on required program changes and approach, e.g. lead flow type by partner.Investment vehicle:Created a new investment vehicle, a forgivable loan, to get critical non-EMC partners motivated to sell EMC’s products, resulting in 85% yoy growth in these partners.External facing:Presented at partner conferences and conducted press interviews.

Round Rock, Texas, Us

Results:Grew business significantly - 50% system booking growth, 32% unit growth Y0Y.Significant new customer acquisition – 60% were new to EMC. Channel revenue grew by >60%.Strategy and execution plan:Developed integrated strategy and execution plan to attack, in a completely new way, the $9B entry level storage market. Defined expectations and got commitment from 14 different functions. Won the President’s Award for innovation based on the new approach.Customer insights and segmentation:Identified customer use cases, buying requirements and product priorities via online survey and direct customer calls. The insights led to targeting new segments, including departmental / ROBO, mid-market/SMB, application focused buyers. They also informed and defined the product messaging and positioning tied to each target customer segment.Products:Assessed product competitiveness against customer buying criteria and tested that against the booking goals. This resulted in changes and timing of product roadmap. Additionally, set expectations for simplicity, which resulting in 16+ software SKUs becoming 2 packs.GTM model:Designed new GTM model for EMC. It was focused on partner enabled selling. Defined ideal partner profile, recruited 5k partners, drove $150M in bookings. Sales plays: Defined five solution focused sales/marketing playbooks, which provided simple, differentiated messaging targeted by segment.New processes and tools: Improved entire sales process and systems:▪ Streamlined pricing process (i.e. 85% special pricing reduced to 30%)▪ Improved deal registration (i.e. increase front-end margin benefit vs. back end, SLA reduced to <24 hrs leveraging SFDC▪ Improved ordering with better lead time predictability and order visibility▪ Significantly enhanced partner information management (PRM via SFDC)Business case:Created the financial model, including full P&L. Targeted seven countries, broke down bookings by customer segment and route to market.

Boston, Ma, Us

Strategy - Corporate: Led the corporate strategy development for an $18B global IT services company as well as defined the full range of strategic M&A alternatives. The strategy combined bottoms-up inputs from each business unit as well as tops-down CEO-led corporate priorities. The result was presented to and approved by the Board of Directors.Strategy - Business Unit:Defined the global Healthcare strategy for an IT services firm. The breakthrough strategy targeted those transformational healthcare trends, like electronic patient records, where this company was uniquely positioned to win. The strategy led to a new set of priorities, a completed acquisition, a new leadership team and double digit revenue and profit growth.Strategy-Product:Defined the product strategy for a $1B software company. The strategy aligned the products by life cycle stage and target customer segment. Based on this outcome, we redefined the company’s approach to its product portfolio and its organizational structure. We also prioritized acquisition candidates and developed more aggressive financial targets based on relevant benchmarks by the new product categories.Operations / implementation-Salesforce: Defined entire selling process for a $1B IT infrastructure business unit. I determined the lead generation sources and required quantities based on historical and benchmark convert rates, uncovered sweet spot customer targets and revamped the partner selling model. Implementation of our recommendations resulted in double digit revenue growth. Merger integration:Drove the pre-merger integration of a $2B tech company into a $30B tech company, focusing on sales, channel and product integration. The work resulted in zero client attrition and a seamless customer and product integration process.

Proposed and structured numerous equity transactions resulting in the acquisition of 6 target companies totaling over $200 million in enterprise value.Reviewed operations of target companies with Operating Management Board members, whowere retired CEO’s of U.S. subsidiaries in Latin America (e.g. Coca-Cola, Dow Chemical, Sears).

New York, Ny, Us

Financial analysis and Info Memo preparation

New York, Ny, Us

Client relationships and growth

Mba, Strategy And Finance

Ba, Economics, Theology