Marcus Whitaker Mba, Pmp, Cgcio Email & Phone Number

Following Rentokil’s $2.3B acquisition of Terminix (a business with $3.5B in annual revenue), I stepped into a newly created strategic leadership role to take charge of GTM strategies and innovation, marketing, and service delivery for the combined companies. A builder who excels in the areas of strategy, product, marketing, sales, and service delivery, I led an organization that presided over 2,400 sales associates and 7 brands operating across 233 markets (Terminix, Commercial & Residential Pests, Ambius, Wildlife Control & Management, Vector Disease Control International, Solitude Lake & Water Management, and Lawn Care Home Services). Trained in the art of leadership selection and organizational morale boosting during my formative years as a US Marine, selecting, developing, and retaining front-line sales and service tech/delivery leaders has been a game changer since then. Sharpening focus on sales team realignment in this instance, 3 notable successes derived from training my team on a newly integrated product portfolio of 5 core products included: 1) 20% rise in qualified leads during the first year; 2) $60M boost in sales revenue for VDCI and Bird/Wildlife brands; 2) and $34M increase Route 1 technician revenue.

Reading, Pa, Us

Skilled in introducing winning strategies that drive sustainable and scalable top-line performance, I steered a 900-person organization to propel North American sales from $800M to $1.2B, a 33% increase in gross sales in 2 years. With full P&L ownership for a $228M annual operating budget, I defined GTM strategy and drove sales execution, performance, and profitability. Delivering results that others can rely on, I defined the product portfolio that accounted for 90% of the platform’s revenue. With that, we increased our ARR sales across platforms by $9M/month ($108M/year), shortened the sales lifecycle, and retained 95% of front-line managers (vs. 79%) and 86% of account executives (vs. 65%) in the previous year. In turn, that success in employee retention triggered a 14% spike in customer retention and a 9% improvement in Net Promotion Scores (NPS) for customer care and next-day support. In the end, without high levels of retention, a business can’t grow.Managing M&As for fragmented channels, I played a key role in acquiring and onboarding 27 companies in 24 months to grow our market cap.Comfortable in environments where others have strong opinions and convincing them of a different point of view, I deployed a new sales playbook that focused on Inform, Educate, Promote, and Defend (IEPD). Armed with that new sales methodology, my team realized 11% YoY EBITDA growth in gross sales vs. 6% goal and raised their close rate from 15% to 25% within commercial, home/residential services, and retail sales environments.Rolling out an aggressive front-line sales management (FLSM) training program delivered 5.2% net sales growth vs. 4.8% CAGR goal and a global digital marketing campaign achieved 111% of gross sales targets and a 28% YoY increase in new residential sales.

Dearborn, Michigan, Us

Reporting to the CEO of Ford’s TransLoc business unit, I secured SLED sales and revenue partners (US government, DoD, DoE, and state agencies) across 40 states. With a unique engineering background in software, IT systems, and telecommunications, I can see multiple solutions to solve a problem and readily adjust tactics. This came in handy as I led a $300M solutions portfolio (software development, transportation, modern & mobile technologies, SaaS, IoT, and IaaS) for Ford’s Blue Oval Electric Vehicle (EV), AI, and CAD subsidiary.

Norwalk, Connecticut, Us

Reporting to the CEO of Xerox’s Global Imaging Systems Division, I provided critical executive leadership experience in business process outsourcing (BPO) to establish its first-ever Microsoft Azure Cloud Sales and Service Gold Level Partner Practice, Electronic Systems Inc. business unit (BU), now called Xerox IT Services.That business unit—which provides modern and mobile workplace technologies, SaaS, IoT, and IaaS solutions—boosted revenue from $400M to $600M, a 34% increase in gross sales, and grew ARR to $116M. To accommodate that growth, it was time to scale the BU’s North American sales, solutions delivery, and technical support organization to 500 personnel.A key success factor was cementing relationships with state, local, education, and defense (SLED) sales and revenue partners within the federal government, DoD, DoE, and state agencies in 18 states as well as CACI, Northrop Grumman, and Huntington Ingalls, Inc. (HII).To create wider operational efficiency on a $22M annual operating budget, I introduced a strategic roadmap for profitability, efficiency, productivity, and sustainability.

Port Washington, New York, Us

Sought out by the CEO of Systemax (a Ronco service provider) to aggressively grow the business, I took on this CRO-level leadership role and boosted revenue from $325M to $500M, a 35% increase in gross sales across H/W, PC, server, BPO, modern & mobile workplace technologies, as well as SaaS, IoT, and IaaS offerings.Able to deliver on multiple projects simultaneously, I quickly: 1) rebuilt a 625-strong North American pre-sales engineering and sales delivery organization (5 VP-level reports, 20 market directors, and 600 indirect reports) that supported 30K global customers in 5 markets; and 2) leveraged Systemax assets to roll out 6 key components of the Entrepreneurial Operations System (EOS).[About the Company: Hardware and software warranty and technical service support company (e.g., Tier 4 OEM support).]

Tonawanda, Ny, Us

Finding fulfillment at a company that reliably and responsibly serves its customers, I designed and launched a national business dedicated to Microsoft Azure Cloud sales and gold partner service, mobile device management, BPO, and Tier 1-3 help desk. Holding full P&L ownership, I led a 115-member sales and service team to propel top-line gross revenue from $30M to $100M a 70% increase in gross sales and aggregate bottom-line net income by $32.5M. A keen observer who’s adept at building consensus, winning people over, and identifying/fixing potential problems before others see them or they become costly, I secured accounts and business with major players in healthcare, SLED, and aviation.[About the Company: $100M mobile device management company focused on H/W, PC, server, BPO, and modern and mobile technologies.]

Monroe, La, Us

Hired straight out of college in 2001 as part of the Veterans to Leadership Program, I served in engineering and sales/account management roles with Sprint, during which time I was mentored by and worked indirectly for Sprint’s CEO. During a series of strategic growth initiatives—including a company spinoff (Embarq) and merger (Embarq-CenturyTel to form CenturyLink), I progressed to sales engineering and solutions architect management roles, and cumulated my prolific tenure to direct the technical account management (TAM) overlay organization at CenturyLink (the 3rd largest telecommunications company in North America). Under my leadership, the team delivered 112% to goal against a $54M annual gross sales quota, which ballooned the business from $0 to $6M in ARR.Prior roles during company evolution (2001 – 2010)---------------------------------------------------------------------++ CenturyLink (merger between Embarq and CenturyTel to create CenturyLink): Manager of Solutions Architects, 2008 – 2010 / Technical Solutions Architect, 2007 – 2008++ Embarq (Sprint spinoff): Sales Engineer, 2006 – 2007++ Sprint: National Manager, LERG/BIRRD Systems (Local Exchange and Business Integrated Rating and Routing), 2004 – 2006 • Account Executive 2003 – 2004 • Cloud Engineer (Network Design, Internet, Traffic), 2001 – 2003

Washington, Dc, Us

Since my early years as a manager/telecom & software engineer in the UNITED STATES MARINE CORPS (USMC), the theory of “People, Process, and Performance” has been ingrained in my DNA. It has provided me with a competitive edge when it comes to managing challenging business issues with no clear solution.Able to understand people, emotional morale, and how complex systems and data align and interact, I led my field deployment teams to achieve the highest level of performance in constructing data & telecom distribution centers (used for storage, server, and networking).Manager Engineer and Field Services • Led field deployment teams to manage the construction of data and telecommunication distribution centers utilizing storage, server, and networking.

Certification, Government Information/Technology Policies

Mba, Finance

Bs, Electronic Engineering