Matt Robbins, Mba Email & Phone Number

San Jose, Ca, Us

San Jose, California, Us

Nutanix’s Customer Success organization is 3-years old and is evolving from a renewals focused organization to a true CS focused business. I’m leading the North America Named Commercial org in this transformation. Expand business has also been added into your comp plans and this is a GTM we’re building out. Significant training and enablement has been needs to prepare the team for this transformation. Our partnership and collaboration with enablement, rev ops, product teams, and the field sales team has been extremely helpful in this transition being successful. - Q1FY23 - 125% Attainment - Q2FY23 - 99% Attainment - Q3FY23 - 110% Attainment - Q4FY23 - 114% Attainment - Q1FY24 - 131% Attainment - Q2fy24 - In process

San Jose, California, Us

San Jose, California, Us

I Joined the CS team and began building the West Coast Customer Success Team. I doubled the team from 4 to 8 in the first six months. We brought more people aboard and began segmenting(SLED, Healthcare, Enterprise, SMB, Commercial). With all this growth I began mentoring new managers and helped build onboarding training programs and processes with the enablement team to ramp people more quickly. I worked with product teams to build a renewal process for $300K+ a quarter in Nutanix auxiliary SaaS product renewals. I collaborated heavily with revenue ops to build reporting, deal tracking, visibility, team accessibility, compensation, customer utilization, and dashboard creation. I created a process for getting two quarters ahead on renewals while also checking in with customers before they annualized as a Nutanix customer. This seems like a basic function of CS, however, we were building this organization, chasing the renewal was the main priority.I strongly believe in building a high-performance team. This has given my team the ability to exceed expectations and metrics in every category while also becoming more proactive with customer outreach and getting ahead of renewals. Recruiting internally/externally has been one of the keys to success in building a high-performance team. I've worked with marketing to build customer bootcamps so we have a place to drive customers for step-by-step tutorials for day 1 & 2 operations of their Nutanix solution. In an effort to identify and mitigate any risk, my CSRs work with their engineers to build action plans so customers can achieve success and realize value soon in their investment in a product.- Q2FY22 110% quota attainment / 89% RR- Q1FY22 104% quota attainment / 93% RR - Q4FY21 219% quota attainment / 96% RR - Q3FY21 110% quota attainment / 89% RR

San Jose, California, Us

San Jose, California, Us

I realized that I wanted to round out my experience with a quota-carrying role. I was given the opportunity to become an Inside Account Executive. I covered SMB accounts in Arizona and Nevada and achieved 105% of quota every quarter. I Initially covered AZ and NV followed by the opportunity to cover NorCal in Q1FY20, with a focus on revamping the territory by building the channel, prospecting, and leveraging my SDR. In this role I gained tremendous knowledge around understanding what problems the customer is facing and solving them with Nutanix. The most important thing I’ve learned is to dig deeper into their environments pain and find attachments products to add into a solution.

San Jose, California, Us

The focus of the SDR team was to build a talent pipeline. We were strategically extremely selective about the talented individuals we brought on; we interviewed many yet hired few. I am proud of the team opportunity to build, both through transition individuals out and hiring net new. 90% of the team I hired the privilege of hiring are now IAEs meeting and exceeding expectations. My region was continually the top performing region in the Americas. We grew the team 100% and segmented the territories.

Houston, Texas, Us

• Hire and build a team of self-motivated and hungry inside sales representatives.• Establish and enforce inside sales processes to maximize team productivity, efficiency, and effectiveness.• Design and implement a scalable training program and materials for new inside sales reps.• Lead day to day operations of inside sales team and create daily accountability for reps regarding sales objectives.• Effectively design and implement the sharing of best practices and resource allocation across all team components.• Prospect target accounts, qualify them, and turn them over to the sales team to generate revenue.• Tap into demand channels to find new accounts and develop new revenue streams.• Develop and drive business planning and goal attainment.• Analyze trends in where to find qualified company leads.• Provide team-wide, highly visible leadership and communication including current prospects, competitive information, and client feedback to sales executives.• Work with the marketing team to monitor the efficacy of existing lead generation and to develop new lead generation programs where needed• successfully planned, coordinated and executed our national sales kick off event for the inside sales team. 80 people from across the country to a single destination for training and team building activities.

Houston, Texas, Us

I covered Minnesota Metro. Called prospects and qualified opportunities to build pipeline for my territory team. 100+ calls a day, 50+ emails sent daily, social media routines and target account focused prospecting.

Minneapolis, Mn, Us

As a store team leader, I lead a store of 180 team members with an annual revenue of $40 Million towards a common goal. With consistent follow up, recognition and coaching the team has reached any goal that we've aimed for. Building structure and organization around ambiguous problems, while leading effective and efficient work streams, and applying sound business judgment is a requirements to help my team reach success. Retail is always growing and evolving. Being a resilient and adaptable leader is required to lead a team through the consistent changes and to be early explorers and adopters of new processes and routines. Analyzing financial performance and adjusting the stores performance to ensure that being fiscally responsible is required to increase the profitability in the store. Leveraging coaching and recognition is required for me to develop the talent on my team. Surrounding myself with amazing people and leaders is a priority of mine to help them achieve their goals and aspirations.

Minneapolis, Mn, Us

In this position I was responsible for the day to day operations for the entire store. On a given day 60-75 team members were working under my leadership. My store had annual sales of $70 Million. My sales floor ownership brings in a yearly sales income is $39 million a year. Strong routines, an engaged and motivated team, and high expectations help drive my departments to being the top sales departments in the store. I Leverage my education in entrepreneurship to think strategically and to teach my team to understand the business and to strategically add value for our guests. These focuses have helped me develop my team and help them achieve their career goals. I've taken on numerous projects within the store that have a global store impact. Managing the role out of these projects are very complex. Planning, strategizing, collaboration, effective communication, establishing timelines and expectations for those timelines are what I used to effectively roll out new projects to the store. Collaboration across the all channels of the store are needed to effectively implement new projects or initiatives.

Minneapolis, Mn, Us

In this position I was responsible for the entire replenishment process of a $70 Million store. I owned the dayside backroom team as well as the overnight logistics process. We took seven trucks a week holding roughly $150K per truck. Strong routines, high expectations, consistent follow up and collaboration with my dayside peers was needed to create a highly productive dayside backroom. I was a peer mentor for many other ETL-Replenishments in the surrounding stores. Highly productive and talented team members were hired to make out team to most effective team in the store.

I was responsible for the day-to-day planning and executing of the company's logistics. This included the planning and execution of delivering parts, supplies, documents, throughout all of southern california. I was also the personal assistant for one of the owners that was handicaped. I watched out for his safety and ensured he reached his appointments on time. When the mechanic needed help I would help him repair the machines and get them back up and functioning as soon as possible so they can be back in production and making money for the company.

Building And Leading Effective Teams

Master Of Business Administration (Mba), Entrepreneurial And Small Business Operations

Ba, Entrepreneurship

Aa, Entrepreneurship/Entrepreneurial Studies