𝐓𝐡𝐞 𝐨𝐮𝐭𝐜𝐨𝐦𝐞 𝐨𝐟 𝐞𝐯𝐞𝐫𝐲𝐭𝐡𝐢𝐧𝐠 𝐰𝐞 𝐝𝐨: you’ll have a kick-ass revenue organization where your product, marketing, and sales teams work seamlessly together to deliver the exceptional experience your customers deserve - while putting your competitors off track. In more detail:𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐢𝐧𝐠 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬Helping businesses shift from a product-centric to a customer-centric approachGuiding teams to adopt best practices that align with long-term goals and vision𝐃𝐫𝐢𝐯𝐢𝐧𝐠 𝐑𝐞𝐬𝐮𝐥𝐭𝐬Defining actionable insights and delivering measurable outcomes by driving behavioral change and boosting team performance𝐓𝐮𝐫𝐧𝐢𝐧𝐠 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐢𝐧𝐭𝐨 𝐀𝐜𝐭𝐢𝐨𝐧We specialize in transforming the strategic blueprints from top-tier consulting firms — those meticulously crafted, high-level plans—into actionable steps that kick off at 8:00 AM Monday morning.Ensure that those big-picture strategies translate into tangible actions across people, processes, tools, and data and are executed at the end.𝐏𝐫𝐨𝐯𝐢𝐝𝐢𝐧𝐠 𝐇𝐚𝐧𝐝𝐬-𝐎𝐧 𝐆𝐮𝐢𝐝𝐚𝐧𝐜𝐞Partnering with leadership teams to navigate the complexities of transformation.Offering end-to-end support, from diagnosing issues to implementing solutions that drive tangible growth𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐥𝐞 𝐆𝐫𝐨𝐰𝐭𝐡Ensuring the organization is set up for success long after our engagement ends.Empowering teams with the skills, tools, and confidence needed to adapt and thrive.

My subjects were B2B Sales and Marketing Growth, Leadership, and Succeeding in CEO, CRO, and CSO roles. I loved teaching them to the students coming from a total of 47 countries.

Tried my wings in B2C business and in transforming the grocery business at one of the most successful Unicorns of the region. Gathered some great learnings about Unicorns and their leadership. It helped me realize my real passion lies in B2B business and not classic, transactional B2C. I'm extremely grateful for this almost 1 year of learning at Rohlik.

Being on this organization's supervisory board was an outstanding experience. The management team needed to test new markets and identify growth areas; this is where my expertise became beneficial. Supported the management board with my experience and knowledge while gathering some experience and learnings about how to add value to an organization from a board position.It was exceptional to experience how the board of directors operates in practice.Implemented a new prospecting approach, CRM, and bonus scheme with significant changes in all areas of Process, People, tooling, and data usage.

I joined the company to enable global scaling of the tremendous success the company has achieved in North America and Canada. The challenge ahead of me and my team was to bring the knowledge we gathered with our dear Partners, Innovators, and Early Adopters in North America to all other Geographies. We want every country to access our unique technology, bringing great value and unprecedented throughput with unpaired sustainability measures. I'm proud of the success we have achieved with our Customers. Based on their feedback, we managed to pivot the company to the pharma industry, offering a highly disruptive new technology and go-to-market approach.I started as the Head of Scaling in sales and became the Global Leader Head of Sales and Marketing. I'm proud of what we have achieved with the team in repositioning the brand, identifying the next growth engine for the company, and designing the strategy leading the company to that field. We successfully merged the earlier completely separated sales and marketing approach and established a Digital First mindset in all touch-points with our Customers.After careful consideration implemented HubSpot and rebuilt sales and marketing collaboration around that tool.

I have developed in this role:- In Problem-Solving and Kaizens (commercial and Ops) in the Americas, Asia, and most parts of Europe.In all commercial "spheres" of Philips Healthcare, particularly in scaling businesses, identifying growth opportunities, and re-energizing slowing firms on all continents.- Mentored Scaleups on their 3-10X YOY Growth journey.- Radical transparent leadership (originated from my collaboration with scaleups)- Customer experience, agile ways of working, lean improvements.My team and I oversaw the healthcare business across 110 countries. We drove improvements wherever a gap was identified, or the desire for a breakthrough arose. We supported their identification and led through until the growth plan was realized. In many cases, driving the organization and leadership teams towards achieving these targets drove organizational decisions and their realization. We supported multiple business and process optimization activities across the globe; once a breakthrough was completed, we, as a global team, ensured that we scaled the practice globally.My engagement typically was on the management board level. In some cases, members of my team or I acted as interim managers, typically in commercial executive leadership roles.In this role, I covered onboarding newly acquired scaleups, turnarounds of our business in multiple markets, and redefining and implementing the go-to-market with the local teams for various companies of Philips.I'm proud of our work in 2019 in North America, which was our 6 Bn EUR+ business. In less than 12 months, we completely restructured the commercial approach (significant org. changes, process changes, tooling, and data usage changes). We impacted the whole business, 2300+ sales professionals, and their leadership. Overall, in the financial year, we compensated for the loss caused by implementing the changes and outgrew the other geographies within the same year.

I was a member of the Global Transformation team leading the Sales Transformation on our 11 Bn EUR+ global Healthcare business spreading over 100 countries worldwide. In my role, I was the owner of sales execution and leadership processes (Lead and Opportunity management). Owning Process, People, Data, and Tool aspects simultaneously. it covers not only how we sell around the globe and track it in our systems, but the structure of how we review the performance globally.Main focus areas: - Sales process,- process and technology of accurate forecasting & disciplined opportunity management,and above all enabling our sales managers to become superb sales coaches.To support this work with the proper tooling, I was the business owner of our global CRM (Salesforce.com) with 8000+ users around the globe supported by a super-efficient Agile team.Impact:- Implemented Agile way of working in IT & Business collaboration, 60% cost saving YoY on IT development while still delivering the same amount of requirements- Funnel size increased globally by 1,4 Bn EUR- Funnel predictability improved by more than 20% globallyPosition I (Aug 2013 – Dec 2015): Commercial Excellence Leader, CEE Market, Based in Prague, Czech RepublicIn this regional role, I was responsible for driving the adoption of new ways of working, bringing discipline and rigor to sales and sales management, and implementing the new CRM in all 17 countries of CEE. I worked closely with the 3 Vertical GMs: Healthcare, Lighting & Personal Health. Formed virtual teams with sales leaders to drive sales excellence. Together with all the sales leaders, we introduced the Solution Selling® methodology and embedded strong discipline in Sales Meeting Cadence (sales coaching focused and fact-based sales management approach).In this period, CEE became the global best practice in Sales Transformation.Impact:- 360% increase in funnel size,- 14% EBIT growth in 2014,- 20%+ CSG in 2015 (on a close to flat market)

Position IV.: Deputy Director Corporate Sales. Countrywide sales, general management responsibility of the team of regional sales leaders, trade marketing managers and partners. Overall we were responsible forecasting, and then delivering € 300 M annual revenue. Our team of 200+ people over-performed EBITDA and revenue KPIs every year, combined with 3-digit growth each year on IT offerings (SaaS and IaaS). One of the greatest supporters was the "T-Challenge" sales competition, which we designed and launched in 2009. It is the foundation of the partner motivation in the company even today. With the management team we built the foundation of the next 3 years’ ICT strategy.Position III.: Regional Head of SMB Sales. As a sales manager responsible for € 150 M. I had full quota, forecast and sales management responsibilities with a team of 6 direct reports and 100 indirect partners. We became the best performing sales team of the Department, showing how fast we managed to build one team out of the 5 cultures where we came from. The team under my leadership won 28 district and 3 national sales contests. Position II.: Senior Project manager. I was member of a SWAT team designing and deploying the merger of 5 companies into one single entity with more than 2000 employees in less than 6 months. Beside deploying the merger our team successfully adopted and deployed an SFA module and later improved the T-Mobile webshop, so that orders could be processed automatically.Position I.: SOHO-SME supervisor. Started as a trainee responsible for data analysis, soon after that I got involved in a pilot project focusing on building Key Account Management capabilities in an indirect sales network. As a result, we developed a regional distribution network for Telco products and services, which since then proven itself to be the leading channel for Telco/IT sales in the company.

Position II: Partner, COO – Kerry Byssz and Roberts Property Investment Ltd. With two partners from UK&I we established a small investment company, focusing on Budapest based, downtown property investments. As the only Hungarian speaker in the company I was responsible for all the operations of the company. The company grew rapidly, doubled in revenue every year.Position I: Trainee, Partner – Robi and Co Ltd. I started to support my father mainly with translations in his building company at the age of 14, later I got more involved and at age 17 I took over the company from him, when he needed to focus on his health more.