• Advice and guidance in sales structures, GTM and data driven cadences.• Coaching of sales managers and teams to secure results.• Support in designing sales tech stack and data architecture to analyse performance.

A Global cloud transportation management platform • Partnered with the CCO, worked with the C suite providing strategic guidance and advice.• Day to day coaching / management of the industry sales directors with data driven forecasting, pipeline growth management, weekly sales activity, and deal reviews.• Challenged leaders on performance (teams and people), in QBR’s and with sales tools hygiene.• Analysed business drivers including, growth rate, net retention, monthly ARR, lifetime value, renewals, and inbound conversion in a monthly review.• Managed the configuration and implemented the reporting from tools such as CRM, Salesloft, Marketo and Tableau.• Remodelled customer segmentation, territory coverage and quota assignment 10% above budget to hit sales targets for the first time in 3 years.• Transformed and implemented a new sales strategy and structure, creating the optimal industry GTM matrix growing ‘FMCG’ by 16% (€7m) and ‘building and materials’ by 37% (€4m).• Redesigned the compensation model to align with strategic growth and the new GTM.• Led marketing operations to manage and report on inbound and outbound leads, increasing the response rate by 60% and creating €4m of sales.• Member of the BI Steerco to influence the sales IT landscape for the organisation while designing tableau dashboards and BI reports for the board, sales managers. and reps to drive sales. This increased accountability and grew the pipeline by 24% (€15m).• Set up and trained a team of 6 operations and compensation professionals to secure results.• Advanced the professionalism of the sales team by utilising data to drive decisions.

A Global Cloud ERP, EAM & HCM Software and consultancy company:• Exceeded Y1 subscription budget by 6%, ($24m to $25.4). Achieved $28m in year 2 (10% increase) of which $16m was net new business and maintaining 100% of renewals.• Managed and coached a team of 5 reps across Europe to overachievement, highest being 111%.• Developed and managed campaigns generating $5m of new pipeline business.• Created individual achievement plans and monitored the weekly progress of pipeline, sales activities deal reviews, close plans, forecasting, performance, and CRM hygiene.• Worked with customers in escalations and supported in closing deals• Partnered with service delivery to create a ‘sell what can be delivered’ culture.• Built a strong team culture reflecting accountability and a winning attitude.• Owned and published the weekly forecast and ran QBRs.

• Partner to the EMEA Sales VP providing strategic advice and management to their direct reports.• Day to day management support of the regional and country Sales Directors, overachievement in DACH, UK and Nordics due to territory management.• Reported on sales performance with actions including country growth, product distribution, renewals and individual rep changes or development.• Designed and implemented the organisational and GTM model in EMEA, including optimum territory coverage creating a dedicated CRM overlay team increasing sales by 40% ($9m). Segmentation of accounts, quota assignment and account planning.• Created and owned EMEA cadence including forecast calls with an accuracy of within 7%, big deals were a major influencing factor. Deal reviews helped to close an extra $20m, QBR’s, sales planning and CRM hygiene improved by 25%.• Reported on the health of pipe and sales activities while working to support growth strategies, increasing the activities by 40% leading to the generation of $115m of pipeline an increase of 20% remaining above the 2.5X.• Implemented MEDDIC sales methodology, capturing deal review data and close plans in CRM.• Managed compensation plans, signing off quarterly achievements with actions for the sales directors including rep development and changes.• Managed the recruitment programme that replaced 30% of under achieving sales reps.• Achieved $317m sales (96% of budget) in year 1, growing this by 7.6% to $341m in year 2.

A Global Software company creating ERP, Supply Chain, HCM, HANA, CRM and finance, selling licenses and consultancy on an international platform:• Deputy and advisor to Head of Sales EMEA.• Managed and advised the Country Sales Directors with overachievement in MENA 112%, Nordics 107% & Benelux 104%.• Business driving reporting per BU, Country, product, and individuals • Ran the EMEA cadence including pipeline growth, deal reviews, QBR’s and CRM hygiene.• Produced and presented a weekly forecast and top deals to the Global Head of Sales.• Implemented quota assignment, territory coverage, customer planning and segmentation.• Owner for EMEA budget setting, organisational design and roll out Go to Market (GTM).• Conduit between Global and EMEA sales for changes in sales strategy, compensation, commercial and legal governance. Implementing corporate business operations programs.• Redesigned regional tools and process creating efficiency regionally while aligning to global.• Worked with compensation teams for quarterly achievement sign off.• Lead the sales integration within EMEA of globally purchased companies Ariba & Success Factors.• Achieved €853m sales (102% of budget) in year 1, growing this by 7.7% to €919m in year 2

• Set up and aligned an industry matrix focus for EMEA Sales and Delivery heads in Financial Services, Retail, Wholesale, Public and Telco to EMEA and Global management requirements.• Coached the heads to understand EMEA management’s expectations, management styles and behavioural norms.• Delivered a weekly EMEA forecast for each industry (€170m revenue pa).• Introduced and developed the tools and process to align the regional and global reporting in all industries. Including forecasting, sales performance, attach rates, backlog and close plans.• Analysed monthly variances in the forecast advising the industry heads on corrective action.

• Advisor to the Consulting Sales Director which increased productivity by 8% by replacing reps andchanging territories.• 6% increase in sales (€184m) by driving sales managers to new approaches of generating sales.• Monitored and drove monthly sales targets, and responsible for quarterly compensation.• Delivered a weekly UKI Sales forecast to Europe, after presenting to the UKI Managing Director.• Responsible for the budget and setting sales quotas.• Created and managed a team of 10 operations professionals (a new approach for SAP) providingguidance and driving accuracy of CRM, contracts and pipeline management.• Delivered new management tools helping the business to monitor sales opportunities and targets.• Contract signatory for up to £500k, reviewing contracts and advised on risks.• Managed the Offer 2 Contract process, liaising with Legal, Finance and Sales.

Construction Consultancy:• Delivered financially and operationally to a 500 people and £55m turnover BU, managed a monthly P&L in line with budgets / projections over three geographical London locations.• Commercially developed Team Leaders and Service Leaders to Green (RAG) KPI’s dashboards.• Reduced debtor days from 58 days to 42 debtor days with the introduction of an O&F team.• Reduced discretionary spend by 20% in creating a conscious cost culture. • A member of the BU’s board, reporting monthly operational and financial efficiency measures. • Introduced, developed and line managed a team of 5 Operations & Finance to improve financials e.g. gross margins, project financials, forecasting, invoicing, debt management for 50 teams.• Responsible for contractual commercials of projects within the BU.

• Created and completed a change management programme in European offices. • Coaching of the Country Manager in subjects of strategy and management. • Created a management team via training and continued mindset development to be aware of business impacts and how a market influences/determines management decisions. • Trained Team Leaders and Service Leaders to understand successful people management and commercial skills needed to delight EC Harris clients.

• Reported monthly financial status to the partner, including revenues and poor performing projects.• Controlled project finances for 65 consultants and 70 projects (£8m p.a.). Including invoicing, credit control, advising on the liquidity of each project with actions to be taken.• Advised the partner on business-based risk relating to Legal’s comments on contractual T&C’s. • Managed the department’s recruitment campaign. Liaising with senior management, HR and external agencies. Hiring 17 people in 6 months.• Acted as the functional representative for HR, Finance, Legal & IT in the department.

• Managed 3 dept heads to achieve monthly targets within IT, Finance & Administration, focusing on financial control against budget, team development & process improvement.• Personal development for all 3 dept heads, developing skills & responsibility levels by coaching, formal training and management skills guidance.• Developed the group’s strategic direction for IT, the design & consolidation of two IT platforms, monthly work plans, & management of the IT budget.• Analysed and produced monthly group management accounts – monthly inspection of the P&L & Balance sheets after entering direct & indirect inter company sales & management recharges, amortisation & depreciation figures.