In June 2018, my family and I moved from Seattle to Dublin, so I could take on the role as Head of Sales Development for EMEA. When I started, the org consisted of 44 inbound and outbound BDRs. Fast-forward 2.5 years and the org had scaled to a team of 166 supporting SMB, MM, Majors, and Enterprise. At this point, I was fortunate to have a best-in-class 16 person management team, an ADR team (similar to the BDA function at SFDC), and new tools and processes that accelerated our productivity and GTM efficiency. Heading up Sales Dev in EMEA was a great opportunity to 1) build my 3rd line management skills, 2) learn how to manage effectively in a very multi-cultural environment consisting of BDRs from 15+ countries, and 3) internalize the opportunities and challenges that come with rapid scaling in a multi-regional environment like EMEA. It's spoken about on cross-continental calls quite a bit, but now that I have lived it, I can say with first-hand experience that 'Scaling sales orgs is different in Europe than the USA.'

Along with my 3 person management team, we scaled the SDR organization from 65 SDRs in just about 2 quarters. While I was proud of a lot of things that we accomplished in this time, I think we were well equipped for scale based on: 1. Hiring criteria to attract and find the highest potential sales reps in SaaS2. Prescriptive and clear onboarding process that provided confidence to new sales reps3. Sales playbooks and processes to navigate countless verticals and LOBs, decision-makers above and below the line, and objections related to a disruptive product.4. Career development path that would start off the careers of many of DocuSign's top sales reps today. 5. Culture that was built a supportive, competitive environment that focused on growing in every single interaction.This was a great opportunity to see first-hand what processes are prone to breaking when an already large team doubles in size in a short period of time.

My first second-line management position and my first role in a SaaS Sales Development organization. It's hard to believe it now, but at this point, prospects were still unsure about the idea of electronic signatures. To give our prospects confidence, we worked with our marketing team to develop the playbooks for overcoming security, compliance, and legal concerns with electronic signatures.

I relocated from Los Angeles to Seattle, WA to lead a team of Sales Executives in the transition towards selling our cloud data center and managed service products, which was a new product set at the time and a strategic initiative for the company. While this team had been successful in selling our core products, the strategic focus of the company was on the cloud. In March 2014, our team led the company in cloud and managed service MRR, completing a major objective we had set for ourselves, which was also an acknowledgment that we had successfully made the transition to selling the broader product suite.

-#1 Territory Sales Manager Nationally by production numbers in 2011 out of 62 managers. Received award at President's Club trip in Cabo. -Built a 10 person sales team that led the company in production during a period of product transition.-Recruited, trained, and developed 3 of the top 15 reps in the country for 2011. -Networked, prospected, and closed accounts with and for reps that had an ARPU 23% above company average.

Responsible for both development of entry level sales reps and individual quota. Achieved 106% of quota and promoted 4 reps in 10 months.

Ranked in top 5% of organization. Achieved 121% of established quota through 100% own lead generation. Invited to both mid and end-of-year top sales trips. Top Sales Rep in Los Angeles market out of 90 sales reps in both May and August of 2009.