The Scale GTM Advisor Network is made up of world-class practitioners who delivers critical expertise to help Scale portfolio companies drive efficient hyper-growth. As a GTM Advisor in Revenue Operations, I advise companies on key strategic decisions such as overall GTM strategy, organization design and tech stack investments.

I have the privilege of leading the Revenue Operations, Enablement, Value Engineering/RFX and Revenue Execution functions to support Tealium's growth and efficiency.

Led global team of 40 growth-oriented rock stars including sales strategy and operations, business development and sales enablement.Strategy and Operations:- Operate in COO capacity reporting to Chief Commercial Officer responsible for driving company's growth objectives, owning sales performance management and optimizing annual sales investment.- Evaluate sales force design, headcount planning, goals, and objectives.- Leverage expertise to optimize sales force growth and territory sizing, org structuring and annual incentive plan design.- Oversee sales tech investments, business intelligence, territory alignment, and customer segmentation and targeting activities.Sales Enablement and Compensation:- Lead sales readiness and onboarding programs for scaling sales and sales support organization - hired 60+ new sellers in last two years.- Lead design and execution of annual sales incentive compensation plans and the goal setting process.- Manage CRM roadmap and sales technology stack and tools deployment to improve seller effectiveness- Provide data, analyses, modeling, and reporting to support sales force quarterly business reviews and monthly seller talent review processes.Business Development:- Lead 30-person BDR organization responsible for new customer acquisition and lead development.- Develop talent pipeline of next generation sellers and managers to support company's growth objectives.

Led global organization of 70 employees supporting $1.4+ billion business unit and 200+ direct sales reps and leaders. Accountable for sales strategy and capacity planning, global sales forecasting and business review cadence, sales force enablement and strategic initiatives to drive market growth rates. Served in capacity of COO/CFO for sales organization managing $175m in direct annual sales expenses and also led SMB-focused Inside Sales team that performed at 120% target attainment in 2014.• Propelled 11% increase in total hosting sales in 2013 through increased sales capacity and sales productivity improvements enabled by GTM coverage model optimization and sales process enhancements.• Orchestrate rigorous monthly business review cadence to deliver outstanding sales and productivity results. Elevated the use of planning and metric-based scorecards to manage execution and drive continued operating improvements and resource allocation.• Spearheaded strategic initiative to improve sales capacity, growing sales team from 160 sales executives in 2012 to 200+ currently. Guided all aspects of strategic workforce planning including hiring execution and sales coverage mapping by region, role and customer segment.• Recognized for top performance, earning CTL Circle of Excellence nomination in 2013, which goes to top 1% of sales and marketing employees.

Americas sales ops leader for $9.5 billion revenue region. Served in capacity of COO/CFO for sales organization comprised of 300 sales executives, 35 sales leaders, and 800 sales solutioning/support professionals. Managed $160 million in direct annual sales expenses and lead team of 32 presales consultants providing operational support to Americas region sales organization. • Led smooth integration of 2 sales organizations following HP’s 2008 acquisition of EDS, driving sales capacity plans, sales compensation design, and revenue synergy modeling for new combined business unit. • Rebuilt 30+ member sales operations team with new hires and increased training to ensure strong pipeline development, accurate forecasts, sales strategy, and consistent growth. Aligned industry and country teams within Americas region for cohesive sales approach.• Drove 40% increase in total contract signings across region through increased sales capacity and improved win rates:• Recognized for top performance, earning “K” designation in 2009 and 2010 as a top 10% performer. Selected for HP’s “Key Talent” initiative, participating in management training reserved for top performers in 2010 and 2011.

Hired by EDS for new corporate planning and internal consulting team designed to drive cost savings and quality improvements for Enterprise Services Division, Americas region. Led small teams of up to 5 internal consultants to complete organization development engagements. Held additional responsibility recruiting new talent from business schools nationwide.• Pioneered division’s first balanced scorecard program that strengthened executive decision-making by measuring financial, productivity, growth, and quality performance of top 400 accounts globally. Accounts represented 90% of $22 billion in annual revenue.•Turned around underperforming $200 million business unit, leading consulting team to identify $15 million in annual run-rate cost savings that returned business unit to profitability and positioned it for successful acquisition in 12 months.• Co-led massive multi-national reorganization, transforming 55,000-employee silo-based delivery organization into geographic hub structure aligned with client management organization. Traveled across US, UK, Canada, Brazil, and Mexico, tackling cultural differences during a complex change initiative. Eliminated 2 management layers and improved management control.

• Provided deal evaluation and authored proposals for corporate business development initiatives, including alternative retail partnerships, online and new media ventures and new concept development• Managed activities and projects relating to the corporate strategy function, including executive strategy sessions, planning for new initiatives and ongoing development of company strategy• Executed divestiture of motion picture studio subsidiary for $25 million in proceeds• Developed detailed financial forecasts in support of obtaining over $1.1 billion in long-term debt financing to facilitate spin-off from parent company Viacom in 2004• Utilized as primary company expert on industry trends and competitive threats, providing research and support to board of directors, senior executives, investor relations and corporate communications departments

Senior Financial Analyst, Aircraft Operations Finance 2002-2003• Coordinated development of $900 million pilot payroll budget by analyzing historical productivity trends and aircraft retirements and incorporating cost savings initiatives to improve division’s financial performance• Developed and gained approval for division’s $20 million annual capital budget by evaluating operational requirements, process improvements and viability of financially justified projectsFinancial Analyst, Financial Planning & Analysis Department 2000-2002• Coordinated the post-9/11 cost savings initiatives process that identified over $200 million in savings opportunities in an effort to offset the financial impact of 9/11 and slowing passenger demand• Collaborated with all business units to develop Northwest's non-aircraft capital budget and prioritized departmental submissions by validating financial benefits and justifying mandatory projects