Responsible for managing a team of Partner Client Executives selling IBM's range of Software and Infrastructure Partners overseeing our top 80 Strategic Resellers and RSIs in the United States. Quota responsibility for ~$1Bn of total revenue with growth expectations exceeding 10% per year, ahead of IBM corporate growth.

Responsible for leading IBM’s ISV and Embedded Technology business in North America. Since 2017 our team has grown this business at 25% CAGR leading to the business doubling in size from $250M to $500M. As part of this mission, we have also developed and built $100M of IBM Cloud Platform revenue for ISVs hosting their products on IBM technology. The team has delivered growth at twice the market rate for Embedded technology according to research from IDC. In that time, we have overcome the obstacles presented by running a high growth business and making it operate smoothly at scale – program design, hiring and onboarding of staff, ensuring client satisfaction.Key Achievements:• Responsible for team of 8 managers and approximately 70 reps and a budget of circa $500M in 2020• Achieved Revenue targets and IBM Hundred Percent Club in 2017, 2018 and 2019. On track to exceedrevenue targets in 2020• Annual growth of 25% (2x market average) and compared to IBM’s business being flat YtY.• Recruited 960 new ISV Partners to IBM North America in 1029 and 2020. Increased new Partnerrevenue contribution to represent 40% of our overall revenue mix (approximately $200M.) This has come from non-traditional product areas for IBM such as Cloud Platform, Weather, Blockchain and Security.

Due to strong leadership and business results in the UK, I was transferred to IBM North America and asked to lead our Ecosystem for Watson Customer Engagement. This was a brand consisting of many recent acquisitions (Sterling Commerce, Unica, Tealeaf, i2 etc.) The objective of this roles was to integrate and stabilize these acquisitions into IBM and ensure continued business growth. Strong Leadership was required both inside IBM and with our Partners to ensure business growth and client satisfaction whilst going through the challenging integration of 8 recently acquired companies simultaneously.Key Achievements:• Achieved Revenue targets and IBM Hundred Percent Club each year from 2012-2015.• Responsible for revenue target of $150M. Achieved an average of 10% growth within a complexacquisition portfolio. Achieved highest growth of any IBM Ecosystem business in 2015.• Successfully integrated channel teams from Unica, Tealeaf, Silverpop, Aspera, i2 and Curam andachieved YtY growth in first full year following each acquisition.• Achieved personal goal of moving my career and family to a new country with no business disruption.• Recruitment of nearly 200 new Business Partners to IBM Software from our acquisitions, through understanding their business uniqueness and helping them fit into an unfamiliar IBM process model.

Overall responsibility for the Software Ecosystem business for IBM UK and Ireland. Exceeded 2010 and 2011 goals with targets in excess of $200M and direct management of 5 managers and 60 sales and technical professionals. Team responsible for management of all Partner types (Distributor, VAR, SI, OEM, ISV.) Responsible in 2009 for executing business change to bring IBM Software channel in line with increasing industry demand for ISV/OEM partnering and growth of Cloud Computing – transforming the business for an increased focus in these areas. Implemented a 2015 Strategic Growth plan for the UK Channel (the first country in IBM to do so) and delivered 30% YtY growth between 2010 and 2011.Key Achievements:• In 2011 I achieved my personal goals for my UKI team and moved us into the top 3 performing territories for IBM SW Worldwide with YOY Growth of ~30%. This lifted the UK team from 10h in the World rankings to 3rd in 2 years, with faster growth than all other mature markets.• As part of strategic plan to grow ISV revenues by investment in new team we achieved 167% YOY compared to 2009 including major competitive wins from Microsoft and Oracle.• Introduction of strategic recruitment team to focus on partner recruitment by industry. This model was created and launched by my team in the Uk and is now used as a template globally by IBM as best practise for Partner Recruitment. After 6 months a 2010 pipeline of $6M and 2011 pipeline of $30M including competitive wins.• Despite massive changes to business models achieved near perfect employee satisfaction results in annual IBM survey with zero resignations from the team during a challenging business environment.• Member of IBM UK Software Senior Leadership team and part of Worldwide Partner strategic growth teams

Short term (6 month) management project responsible for defining the Go To Market model for the IBM Software Tivoli brand in UK and Ireland. The aim of this project was to increase the penetration of Tivoli software into the market through Partners and Digital routes and decrease reliance on traditional direct sales models.Key Achievements:• Write strategic Go To Market plan that would be the benchmark by which the Tivoli business in IBM United Kingdom would be run and if successful rolled out to other countries.• Act as a leader of change in the Tivoli business – introduce a common Go To Market strategy across teams with different backgrounds and drive common behaviours through strong leadership.• At Full Year 2009 the execution of this plan yielded a 5% Partner revenue growth YOY and a 109% Digital Sales growth – thus reversing a 3-year decline. 2009 saw a tough economy and these figures were the highest of any Tivoli business in Europe and the best performing Software business in IBM UK.

A 2-year development project within IBM to gain experience of Executive business Leadership. IBM’s BetaWorks team is responsible for the Global Client Testing and Acceptance of new products prior to their release to the market. IBM had suffered with BetaWorks being perceived as too technical compared to commercially led programs from competitors such as Microsoft – this 2 year assignment was to inject some vibrancy back to the BetaWorks brand and increase the commercial attractiveness of this program with our Clients.Key Achievements:• Executive leadership of a team of 80 technical professionals Worldwide with direct management responsibility for 3 managers and 35 technical sales professionals.• Working with clients Worldwide to ensure that IBM Software Beta products are fully tested and fit for market. Responsible for the release of over 150 software products annually.• Increased client touch by over 50% in 2 years making IBM Beta programs more accessible. Beta activities responsible for initiating over $150M of software purchase per annum.• Introduced Digital Beta program participation (previous program was by written contract.) Replaced previous classroom training of new products with Podcasts and Beta in a Box sessions that could easily be taken to clients without expecting them to incur the cost of travel to an IBM location to attend training

Responsible for IBM’s Software Product Reseller and ISV business in UK, Ireland and South Africa including over 250 key Partner relationships driving in excess of $100M of revenue per annum. Hold board level relationships with key Partners and drive Sales opportunities with key IBM Clients. Provide hands-on leadership to sales team in order to exceed revenue objectives.Key Achievements:• Direct management of a team of up to 15 Sales reps in the UK. Exceeded quota each full year in role • Hold relationships with 250 Channel Partners of all sizes, both face to face and by phone. Combined revenue from these partners in 2005 was $100M. Relationships held on multiple levels from Board to Marketing and Technical.• Responsible in 2002 for the business integration of the acquired Informix partners into IBM systems and processes. Business migration completed successfully and YOY revenue growth achieved from these partners as part of the integration process. Awarded IBM Software Manager of the Year award in 2002 as a result of this project

This role encompassed the management of CA’s relationship with Compaq and other major OEM partners across EMEA. The aim of the role was to build Compaq (CA’s strongest European alliance) from a $6M account in Europe to $25M+ in 3 years – then replicate this plan across other EMEA alliance partners. This role involved the management of the EMEA Alliances team, overseeing the relationships with the broader Alliances community including Sun, HP, Cisco, Alcatel and Siemens.Key Achievements:• Management of 7 UK based Alliances managers and matrix management of an additional 30 staff in Europe. Reporting directly to Corporate Senior Vice President for Alliances Worldwide.• Built strong relationships with key Compaq personnel at all levels, including the CEO of Compaq in EMEA. These relationships were managed and leveraged to deliver projects which jointly benefited the relationship between the two organisations.• Grew revenue with Compaq from $6M in FY1999 to $14M in FY2000, making EMEA the strongest Compaq relationship Worldwide within CA. Plan agreed to achieve $25M in FY2001• Initiated a project for a Desktop Management Bundle with Compaq Hardware and CA Software, projected to be worth $10M to CA in 2000. Contract signed by Compaq Corporate Senior Management. Launch date of June 2000.• Due to corporate refocusing of the CA business away from Partners (well documented in the industry) – I elected to leave the organisation in late 2000.

Managed De La Rue OEM Partner accounts at all levels in the territories of North and South America, Western Europe and the former CIS. The products were primarily Mechanisms for use in Banking ATMs. Management of accounts with a sales turnover of $60M (1997/98). Responsibility for continued business growth reporting to the Managing Director of De La Rue Cash Systems. Matrix management of team of 12 Local Sales personnelKey Achievements:• Growth of De La Rue's OEM business in the USA ATM market from US$1M per annum in 1994 to US$12M (1997/98 financial year). Strategic positioning of De La Rue products as the De Facto standard in this marketplace and allow De La Rue's customers to "lock out" significant competitors (primarily AT&T and IBM) in the early development of this market.• Responsible for Project Management of De La Rue's OEM business in Brazil and South America, encompassing Commercial, Legal, Production and Financial Planning. Culminating in key orders increasing OEM business in Brazil from $4M to $26M for the 1997 calendar year. • Part of De La Rue product management team responsible for development of new products and evolution of existing products into key markets. Owner of De La Rue’s customer satisfaction program for OEM products Worldwide.• Strategic Account Management responsibilities for 40 OEM accounts with budgeted revenue in excess of $60M. Dealing at C level within a Customer's organization. Accounts in Banking and Non-banking environments. Close links with end-user marketplace.

This role involved the enablement of Partners and local agents to ensure the success of De La Rue’s products Worldwide. Extensive travel and time on site were required. Projects ranged from 1 to 6 months (or more) and the remit was to ensure that the De La Rue operations and their customers in a geographic region were technically enabled and trained ready for the introduction of new products to end users in a marketplace. While on site, installation and commissioning of the first machines in a region was undertaken as part of the training process for the local engineers. Project management and staff training provided to Central and Commercial banks in over 25 countries Worldwide in developing efficient Cash Clearing Centre systems solutions and work processes.

A 4-year Apprenticeship and management-training course undertaken with De La Rue to prepare for roles in its International Business. Time spent in many business functions such as R&D, Sales, Engineering, Procurement and Quality Assurance. Gave an excellent insight into how an International business operates