Matthew Cloherty Email & Phone Number

Boston, Ma, Us

•Project Manager for automating ARR from an offline spreadsheet to using Salesforce CPQ and Snowflake/Looker. Work includes leading bi-weekly working sessions across data analytics, FPA, and RevOps, and weekly updates to the CFO and SVP of RevOps. Final product reduced 12 weeks’ worth of manual reporting annually, enhancements for CPQ including Renewal creation process, and restatement of methodology & results for the Board adhering to industry standards & SOX compliance to align ARR to revenue and service delivery. •Built a sales productivity model for existing business based on historical Net Dollar Retention (NRR). Findings informed a structural change to the commissions plan, as well as 5 key levers with OKR goals to drive NRR ranging from “repricing” for higher ASP to off-cycle expansion.•Owned the territory and quota model for Private Sector AMs & CSMs, 50+ heads, covering $48M+ of ARR and 700+ Accounts. The model also leveraged the new automated ARR data model and created a bottoms-up NRR per territory to compare to tops down ARR quota.

Boston, Massachusetts, United States

•Lead the data & analytics strategy for Customer Success, Renewal, and Partner organizations. Focused on data ingestion, creation, and delivery across each group and partnered with a respective Operations Director for each function to structure analytics deep dives and new initiatives. •Owned the redesign of Gainsight’s data architecture for objects, reports, and ETL-based rules during the mitigation to the new instance. During the pre-mitigation work, led the impact analysis that allowed the team to deprecate 90%+ of the old instance, deliver the new platform 2-3 months early, and completed the project $1M below the original vendor professional services budget.•Owned the coordination of data-related workstreams for the launch of the new Partner Program in FY’24. Workstreams include the calculation of rebates and MDF across systems, revamping internal Power BI views for external groups via the Partner Portal, and sales re-segmentation to move accounts under “Hack Deck” to be owned by Partners vs UiPath sales reps.

Boston, Massachusetts, United States

•Established PTC’s first Customer Success Analytics team under the Field Analytics COE. Responsibilities included developing the overall Analytics development strategy & platform, supporting the CSM Leadership reporting cycle, and FY’2022 CSM Strategy & Planning Lead. •Managerial responsibilities included managing a global team of 3 analysts, with one based in Boston, and two in Bucharest, Romania. The individual members' work ranged from CSM Dashboarding & Exec Presentation, full support of paid CS offering, and system enhancements.•Launched a new agile approach to BI solution development for Customer Success leveraging Power BI resulting in 4 new highly used Dashboards within a period of 3 months.•Identified and took lead for the rearchitected Gainsight’s data model, with a particular focus on account creation and ensuring ARR and product hierarchies matched corporate standards.•Developed standardized reporting materials for interlocks between Customer Success Management and Product Organizations. Materials ranged from customer insights on use cases across different product lines, NPS highlights, churn risks, and 6 quarter renewal rate projections. •Lead FY’2022 CSM Strategy & Planning with a focus on CSM coverage in relationship to Sales, Products, and the future of PTC’s Paid Customer Success offering. A combination of modeling, comparison to Industry Benchmarking, and internal interviews resulted in a final recommendation to shift away from Product level to Account level coverage. This resulted in a 200%+ increase of ARR/CSM, shifting from 35% to 90% of direct ARR covered, and the end of life of paid customer success offering.

Waltham, Massachusetts, United States

•Security BU’s GTM Planning Lead for Customer Success, Channel & Dell Sales Organizations. Responsibilities range from the creation of Quarterly Business Reviews, development of executive & rep level KPIs, Planning & Target setting, as well as various ad-hoc analysis.•Built and owned modeling for the Security BU’s FY-2021 Renewal Bookings Operating plan totaling over $180M in Bookings. Modeling inputs included historical renewal rates across Geos, Products, & Customer Spend, sensitivity modeling for new & Add-on business, as well as balancing in-year and out-year expiring Annual Recurring Revenue (ARR).•Responsible for the Quarterly the Renewal Bookings & Renewal Rate forecasting.•Launched self-service BI leveraging Power BI & Tableau for Customer Success to understand the distribution of Customer Health across the SBU full ARR portfolio, and the impact of the Top 100 Accounts. This tool was leveraged for meetings between GTM & Product leadership. •Constructed the first ever forecasting and reporting packages for Carbon Black’s OEM Dell On-The-Box business launched one month after acquired by VMware in October 2019.•Coordinated launching customer usage metrics for Dell-On-Box customers. The team included members of Product, Data Science, and GTM Operations.•Assisted in modeling of transitioning Carbon Black’s Partner Program into VMware boarder program. Provided special attention around Carbon Black’s Channel Lead Security routes-to-market; Managed Security Service Providers (MSSP) and Incident Response (IR). •Modeled new account assignment for Customer Success Managers (CSMs) based multi-variables, ranging for Sales segmentation, customer ARR, and corresponding channel partners. Additionally scoped and modeled shifting sub $10K ARR accounts to a 3rd vendor. •Responsible for the quota creation, design, and Callidus requirements for 100+ Sales Engineers, 30+ Channel Sales Reps, and 50+ Customer Success Managers.

• Designed and built a productivity and staffing model for the Global CSM Organization based on CSM to customer ratios. The customer ratios were based on a forecast of new customer acquisition as well as churn and resulted in the headcount recommendation of 40+ CSMs. • Designed and built a customer level view of Rapid7’s Global Portfolio and leveraged the work to build 40+ CSM territories based on total Customer Annual Recurring Revenue and regional alignment. Senior management also leveraged the model to redetermine team and reporting structures through the Global CSM Organization. •Managed the redesign of the Customer Success Compensation plan, shifting the plan from a Cohort Renewal Rate to a Renewal Annual Recurring Revenue (ARR) Dollar Target and Lead Generation Quota. Presented my 2018 recommended changes to the Chief Operating Officer and coordinated with the Legal, Commissions and FP&A teams for the final implementation. •Modeled and owned the allocation of a $10 Million Closed Won ARR Lead Generation Quota across the Global CSM Organization based on CSM territories and historical contribution to closed won pipeline across Global Sales Channels. • Own the distribution and ongoing maintenance of CSM territories and compensation plans. My responsibilities range from developing and enforcing account transitions to assigning all net new accounts to the correct CSM based on the customers total ARR and location.

Boston, Ma

•Assisted with the development of the annual sales plan and strategy for global renewals including information such as pricing, territories, team structures, compensation plans, etc.• Regularly collaborate with teams from Sales, Marketing, and Corporate Strategy on ad hoc analysis, as well as long-term projects related to renewal bookings and customer retention.• Meet weekly with a database engineer to enhance Tableau Server Data Sources to increase the accuracy of Retention Reporting, as well as improve Retention self-service analytics across the company. This work includes writing business requirements and assisting in regular data QA before live deployment. • Owned and distributed a monthly presentation to the Executive Team that summarized and gave commentary on how Renewal Bookings and Retention Rates were tracking toward the plan, as well as highlights important trends. • Developed an automated model using Tableau Desktop to determine which future renewals required coverage from a Renewal Rep based on multi-variables, ranging from full account spend, future re-pricing strategies, and potential up-sell opportunities upon renewal. My model determined that across the global portfolio, there were 38K+ accounts worth an estimated $500M+ that met the assignment threshold for a Renewal Rep in 2017.• Built and balanced Renewal Territories for 35 Renewal Reps, ranging from the Major Reps to Specialized Product Reps and International Reps with language and market focuses. • Used historical data to build an interactive model based on dollar and account churn to help determine the 2017 Pricing Strategy for the 21 different tiers of LogMeIn Central and five different packs of Pro Access. This model and analysis were used to help forecast the combined goal for these product lines of $200M+ in bookings across all sales channels for 2017.

Newark, Nj

•Use Excel and IBM Cognos to complete, review, and distribute daily, weekly, and quarterly reports on Prudential’s top credit and top counterparty exposures for Senior Management •Monitor daily compliance with single-issuer credit limits and perform the initial analysis via large Excel data sets •Regularly coordinate with Business Operations as well as Asset Management to better monitor, research, and resolve potential credit and asset class limit overages•Contribute to Power Point presentations that outline the credit risk exposure for Prudential’s aggregate general account and each of Prudential’s major domestic subsidiaries for the Board of Directors as well as major credit rating agencies •Create and update procedures for IRM’s daily, weekly, monthly, and quarterly reports

Education record

Education record