The touchpoint with our rapidly growing customer base across EMEA, our team looks to understand the approach of the businesses we serve. We help establish how to best avoid costly risks, deliver efficiently, better manage contingency and improve the time to asset value. Benefitting from our machine learning insights, project owners and contractors alike are working with nPlan to assure their project schedules.

I work as part of a multi-disciplinary Primavera team in partnership with my clients to get under the skin of their complex business challenges and help them optimise the performance of their project portfolios. With this collaborative approach, I’m able to ensure that our solutions are closely mapped to their individual business models and strategic imperatives. During this process, I always look for additional (sometimes hidden) opportunities to share best practice and improve outcomes.

WebCenter represents Oracle's user experience technology portfolio, which encompassed its strategic portal platform, web experience management and enterprise content management. My role was to manage the business plan for the retail, online, media and gaming sectors, which included;o the value propositions and go-to-market strategyo all direct and indirect software license activity o representation in complex matrix deals Achievements;o sales team lead for strategic customer experience dealo business growth from previous fiscal year

A leading provider of electronic procure-to-pay software solutions to local government, EGS is extending its reach beyond public sector purchasing. The role entailed: Responsibility for construction and execution of strategy for growth into new sectors in both vertical market and product area, requiring;o a pure new business focus including marketing, seminar and web hostingo management of end-to-end sales processo benefit-led presentations, matrix teams and business case compilation Achievements included:o shortest sales cycle for a company licence in EGS historyo introduction of best practice to the company in the form of a CRM system and account planningo delivery of £1.7m contract against £800k target with further £800k forecast

The development of new channels into which to promote repurposed offerings, with a particular focus on intellectual property, international business and public education. Public education - the formation of profitable relationships with key education institutions, governing bodies and other related organisations to enable growth beyond the traditional space of continuing professional development. This involved:o understanding the requirements and challenges of a sector previously uncharted in the professional training arenao the management of a number of different stakeholders with very different goals and objectives o repurposing existing offerings to present a product fit for a new market, including project management and the architecture of education programmeso significant internal relationship management and business case compilationo the adaptation of traditional messages to appeal to this new audienceo initiation of a sales channel to convert this implicit need to revenue Global reach - successfully established a global network of partners to fulfil global managed training services for clients, involving;o communication of a continuously evolving messageo compilation of a tender and service level agreementso cross-cultural partnership formation International publishing - licensing of intellectual property to non-competitive international training providers and hardware and software manufacturers on both the strategic and transactional levels requiring;o formulation of a new business modelo extensive negotiationso contract authoring Liaison with the IT Sector Skills Council, British Computer Society, Learning and Skills Council, the Cabinet Office and other political and standard-setting entities to formulate new growth areas for QA-IQ

 Transformed private sector sales team in northern region from £200k annual turnover in 2003 to £1.2m annual turnover in 2004 Role involved sales, marketing, recruitment, training and growth strategy Consistently hit all targets set Responsible for integration of QA and InterQuad sales forces, which involved:o programme management o coaching on new techniqueso integration of data systemso identification of strengths of each organisation’s sales-forces with subsequent transitioning of forecasting and sales approacheso improving customer engagement

Developing new business from cold, which started with a focus on SMEs and grew to blue chips.