Mark Boundy Email & Phone Number

Phoenix, AZ, US

• With your differentiation, you deserve to be a trusted partner, co-creating growth for your customers. Is that what your sales people do EVERY time? Instead, usually:
• To your customers, sales feels formulaic, non-value-added, and reactive. Customers don’t seem willing to pay for your differentiation, and you get caught too often in a discounting trap.
• You know you need to measure quality over quality in your selling metrics, but don’t know how.Your customer relationship teams are firefighters, distracted from renewal and growth sales goals.
• You now have more non-sales roles interacting with customers than those WITH revenue titles & goals. Even though sales titles now have a minority stake in your customer relationships, you haven’t figured out how to.
• Nobody in your entire company acts like it’s their job to know so much about your customers that you become an indispensable consultant…so you aren’t one.
• Your forecasts stink, but you don’t know anyone who has better practices, so you work around it with brute force approaches that suck up massive amounts of what could have been selling time.* All that discounting is.

Developing product and marketing strategies, working on investor pitches, and laying groundwork for a value-centered innovative culture.

New York, US

• The leading authority on The Value-Focused Organization. I help:
• Business leaders frustrated with declining win rates, especially vs. "no decision"... even with excessive discounting.
• Sales leaders who suspect (or know) their sales team isn't selling value well enough. They have sales people under-investing in the most worthy opportunities by working on both 1) Unwinnable deals that they want to win.
• Sales leaders who don't have a good feel for which deals are/are not likely to close.
• The CEO/COB/corporate leader who is sure that they've invested in building more differentiation than the sales team is leveraging.
• The CFO who suspects that the company's sellers are discounting their way out of trouble rather than selling their way out of it.

Chicago, Illinois, US

At the time, the world's preeminent B2B sales methodology shop. I mastered the art of client delivery in process, tools, methodology, cultural adoption and change management. These powerful, essential basics inform my practice, but I knew that putting 10% of my client's focus on the 10% of the methodology that moves >90% of the customer decision (and I'm.

Boston, MA, US

At GE Capital., I didn’t just “sell money”. I learned each customer’s businesses in order to deliver unique value to each, with non-commodity solutions and decidedly non-commodity pricing. Specializing in commercial real estate financing for GE strategic customers, investors, and developers, he delivered simultaneous top 5% revenue/top 5% profit margin.

Targeting small homebuilders, practice focused on sales, product feature/price/value optimization and streamlining balance sheets. Also helped a variety of clients obtain financing for commercial real estate: homebuilders, retailers, restaurants, multi-family, etc.

Espoo, Southern Finland, FI

At Lucent Technologies, Mark pivoted the world’s first carrier-class VoIP product away from simple cost-savings, creating new-to-the world applications: virtual call centers, virtual office presence and more -- even the first Unified Communications platform, where he was awarded a patent for a multimedia conferencing. Developed a full suite of sales.

Newark, Delaware, US

Mark held cradle to grave responsibility for a family of high-performance cable products, including several new products and product extensions. During this time, Mark began his journey of mastery in Miller Heiman methodologies. Using their processes in combination with several innovation management methodologies, he grew his product portfolio by about.

Scottsdale, Arizona, US

Concentration In Marketing

Education record

Education record