Jay Harrison work email
- Valid
- Valid
- Valid
- Valid
- Valid
Jay Harrison personal email
- Valid
Business survival and success in the enterprise SaaS arena is about 3 games: 1). grow or die; 2). Drive adoption of what customers already bought, awareness of new features/functions, and awareness of value generated by their purchase; and 3) Drive relentless speed and execution in implementation.Having owned each of the major functions needed to drive operational excellence across an SaaS enterprise (sales, operations, delivery, customer success as well as HR, organizational restructuring, and optimization), I’m a recognized global M&A/post-merger integration expert who has stitched together organizations from Germany, Ukraine, India, Romania, Lithuania, Philippines, the U.S., and LATAM at scales as small as $50M and as large as $2B.Some results in taking the right action and putting people in the right places to take my companies to new heights, I’ve: ☑ Grown SAP Strategy Consulting from $0M to $145M in 3 years; Ventyx from $120M to $144M in <1 year while driving margins from 5% to 23%; Ellucian from $350M to $420M in sales over 2 years while raising margins 30%; and Cognizant’s Insurance East business by $300M in 2.5 years.☑ Delivered solid P&L results from $200M to $2B and sold $1.2B in TCV deals.☑ Led sales teams from 15 sales reps to 100+ to overachieve revenue targets from $50M to $1B, driving discipline and rigor into sales ops, inspection, qualification, and cadence.☑ Integrated acquired entities and teams as small as 100 domestically to as large as 2,500 internationally, including integration of 6 businesses in 2022 that spanned India, Romania, Lithuania, Philippines, Ukraine, and Latin America.☑ Ensured operational excellence at scales from $750M to $2.5B.☑ Served as COO supporting a global organization of 37,000+ resources.Having profitably scaled organizations from 1,500 people to 37,000 within a delivery, sales, and customer success context, I’ve mentored various subordinates through tough times (SGA takeout/layoffs), bad news (less than expected raises or bonuses or delayed promotions), new reporting relationships (and the stress they can bring), and new expectations and how corporate strategy aligns with their day-to-day responsibilities. All of this minimized attrition, improved employee satisfaction, and ultimately drove results.I’m active on LinkedIn and would enjoy connecting with you. Please feel free to reach out.
-
CofounderVector Growth LabsAtlanta, Ga, Us -
Executive In ResidenceRidgemont Equity Partners 2023 - PresentCharlotte, North Carolina, UsProviding business subject matter expertise, advisement and diligence within the Ridgemont portfolio and target population -
Chief Operating Officer, Digital EngineeringCognizant 2022 - 2023Teaneck, New Jersey, UsAs one who tackles sticky situations with a broader approach, success doesn’t always mean taking the straight road. It’s what has turned me into a more holistic C-suite executive. That’s how I led the integration of Cognizant, Softvision, Devbridge, Magenic, Tin Roof, and Hunter into a 37,000 person digital engineering powerhouse (across India, Romania, Ukraine, Lithuania, the U.S., and LATAM) with 18% top-line growth while harmonizing the organizations, processes, methodologies and go to market. -
East Region Insurance Industry Markets LeaderCognizant 2018 - 2021Teaneck, New Jersey, UsMeeting the challenge to overcome a 5-year history of underperforming, single-digit revenue growth, I rationalized a $1B+ sales budget, ramped up business with our major East Coast insurers;, and sold deals valuing $1.2B in TCV to deliver 15% annual growth.By changing strategy to 20% business offering led primarily fixed-fee engagements, we triggered $200M+ in non-CIO spend accumulation and ensured customers achieved 83% adoption of new feature/functions and 97% renewal.
-
Global Head Of Cloud/Chief Services OfficerEllucian 2015 - 2017Reston, Va, UsAs the driving force behind functionality adoption and awareness of new release feature/function and ROI/value, I led an aggressive path to transform our business model from 90% on-premise to cloud-based solutions and reversal of margin erosion, while raising shareholder value and positioning this PE-owned software solutions provider (which operated in 40+ countries) for exit.Relatable and approachable, I raised employee engagement from 55% to 73% at the helm of a 1,300-person global cloud and services organization (U.S., India, Mexico, Australia, UK, Canada, Brazil, Chile, and others) spanning sales, marketing, finance, and operations. My team and I retained 99% of our customers and boosted services sales from $350M to $420M—56% of total company sales ($750M). Not only did we add $30M in VAR/SI revenue, increase margins 30%, and push SaaS licensing from inception to $115M (15% of total company revenue) in 2 years, we also increased services by 50% and cloud by 20% in 2017 with new services rates/VARs, while cultivating 12 new lucrative partnerships in Australia, Middle East, Southeast Asia, LAC, and U.S. -
Coo/Global Head Of ServicesAbb 2014 - 2014Zurich, Zh, ChAfter Vista Equity Partners sold Ventyx to ABB (which created ABB Enterprise Software), I played a key role in architecting and executing a corporate turnaround to remediate significant issues with sales, margins, employee turnover, and customer attrition for this $650M, PE-built ERP and analytics firm operating in 20+ countries.It was no easy feat guiding solid growth for our sales, marketing, fiscal, strategic planning, and operations across a 1,000-strong global cloud, hosting/managed services, and consulting organization across North America, EMEIA, and APAC. To return the company to profitable performance, we increased sales from $120M to $144M and services margin from 5% to 23%. I remember selling a $30M outage lifecycle management deal to the largest utility provider in the U.S. It really sparked my love and understanding of revenue-recognition accounting and how terms of a services deal can dramatically affect it. This knowledge informed many deal structures downstream when it came to both revenue generation as well as revenue recognition.At the same time, I simplified our offering portfolio by 66%; right-sized the company by reducing bench strength >50%; and saved $80M the first year and condensed operations 35% across 5 continents. -
Coo, Sap Consulting DivisionSap 2010 - 2014Walldorf, Bw, DeNot a big believer in rules, I drive collaboration to establish standards, because rules can be broken and don’t promote teamwork. When something is presented as a rule, you can’t own it, live it, or hold one another accountable to it like you can with standards. That’s what we do all the time, because the key to becoming a team is establishing and collectively accepting your standards based on your team’s makeup and centered on your unique goal. Once a group of individuals formulates and agrees on their standards, they become united and single-minded in purpose. That’s how I guided 13 direct and 300 indirect reports in the U.S. and Canada to rescue a $1.5B division from a sales decline in the aftermath of the Great Recession. While optimizing international operations, I built out our PaaS, SaaS, big data, and analytics practices; fast-tracked integration of $2B ARIBA and SuccessFactors acquisitions; realized $87M incremental net new logo sales (48% revenue growth); and saved $100M+ annually through cost-efficient offshoring. -
Svp & Gm, Sap Strategic ServicesSap 2007 - 2010Walldorf, Bw, DeEstablishing goals that scare people, I built and rallied a first-rate organization of 350 strategic business transformation consultants within 18 months that propelled annual revenue from $0 to $145M with 45% margins vs. 30%-35% industry average.With full P&L ownership, I developed GTM strategy, a strategic sales approach, and an incentivized compensation plan while opening doors to lucrative new business development opportunities with North American customers by presenting senior decision-makers with compelling, high-tech use-case studies on emerging technologies.
-
Senior ManagerDeloitte 2006 - 2007Worldwide, OoI firmly believe that by treating people you impact like mentees for life—even when they no longer report to you—it builds trust. When people know you have their backs, they'll do anything for you. After refocusing sales to PeopleSoft applications, that trust was the key in evolving into a thriving operation with 100+ employees and leading my team to win $200M in multiyear contracts and systems implementations for state and local government clients, including NY and OH agencies. One of the most memorable deals was with the State of NY on a 5-year, $100M Future of the Central Account System (FOCAS) deal, which involved over 600 pages of proposal, a 40-page set of terms and conditions, and a weeks-long negotiation. This really built my love of and success at complex multitower deal closure’s and negotiations. -
Partner, Public Sector Enterprise Applications & Managed ServicesIbm 2003 - 2006Armonk, New York, Ny, UsIBM Global Services (PwC):Leading 400 business development and 2,100 delivery management personnel, we differentiated IBM’s Public Sector EAS from key competitors such as Deloitte by shrink-wrapping software, database, and hardware into a cohesive, flexibly configured value package that regularly translated into $100M+ wins. Ultimately, my team and I added $760M to the public sector practice, which was instrumental in propelling IBM’s ERP license and services-solutions business from $1.3B to $2B.Expediting integration of PwC and IBM Global Services, I removed $100M in post-M&A costs, grew our margin 50% by offshoring 500 roles to India, and increased our billing rate 30%. -
Associate PartnerIbm 2002 - 2003Armonk, New York, Ny, Us
-
Pwc Manager / Senior ManagerIbm 1998 - 2002Armonk, New York, Ny, Us
-
Senior Consultant / ConsultantDeloitte 1995 - 1998Worldwide, Oo
Jay Harrison Skills
Jay Harrison Education Details
-
Georgia Institute Of TechnologyIndustrial Engineering -
Georgia Institute Of TechnologyChemical Engineering
Frequently Asked Questions about Jay Harrison
What company does Jay Harrison work for?
Jay Harrison works for Vector Growth Labs
What is Jay Harrison's role at the current company?
Jay Harrison's current role is Cofounder.
What is Jay Harrison's email address?
Jay Harrison's email address is ja****@****ant.com
What schools did Jay Harrison attend?
Jay Harrison attended Georgia Institute Of Technology, Georgia Institute Of Technology.
What are some of Jay Harrison's interests?
Jay Harrison has interest in Fly Fishing, Children, Flying, Politics, Education, Scuba Diving, Science And Technology, Running, Travel, Wine.
What skills is Jay Harrison known for?
Jay Harrison has skills like Private Equity, Venture Capital, Executive Management, Board Relations, Mergers And Acquisitions, Business Transformation, Business Strategy, Turn Around Management, Operations Management, Strategy, Restructuring, Growth Strategies.
Free Chrome Extension
Find emails, phones & company data instantly
Download 750 million emails and 100 million phone numbers
Access emails and phone numbers of over 750 million business users. Instantly download verified profiles using 20+ filters, including location, job title, company, function, and industry.
Start your free trial