Roopal Shah Email and Phone Number

Built out the GTM enablement discipline from scratch at a pre-IPO high growth “unicorn” company across the entire customer journey - from SDRs, Sales, Presales, Customer Success, Professional Services, Support, to Customers and Partners. - Wrote, championed, and enabled the entire field organization on an industry leading (combination of Sandler, CV, MEDDIC, & Challenger) end to end sales methodology and sales process with 100% training adoption, resulting in clear roles and responsibilities, improved deal outcomes, and various new behavior changes (e.g. using a mutual success plan, value selling, etc.) - Delivered various enablement events (e.g. tailored bootcamps, onboarding Basecamps, Field Kick Offs, and Summer Camps) focused on critical up leveling of the field organization- Drove product launches on a quarterly cadence for the field with a role based pedagogy that ensures product innovation was adopted by the field- Created the first ever next gen. certification and training platform which includes on demand courses, instructor led training, certification exams, and accompanying lab practicals and credentials to drive the Benchling ecosystem

Reporting to the COO/EVP of Operating Unit, led a global team focused on ensuring our GTM organization (Sales, BDA/BDR/SDR, SE, Advisors, and CSG) across multiple segments (ESB, SMB, MM, and Enterprise), verticals, and regions was enabled to deliver on growth targets- Steered multiple innovative enablement programs (e.g. business simulations, flip the classroom model, etc.) with over 90% adoption and consistent high CSAT scores - Gamified learning - resulting in AEs receiving the top 40% slots in company wide sales competition with only 2% of the total sales organization- Increased scope to encapsulate other key services impacting AE productivity such as change management, productivity & enablement technology, and RFP services-Transformed team credibility amongst stakeholders - from friction filled relationships to ones of trust and collaboration

Various go to market leadership roles, as the company increased 10X in revenue, from Pre-IPO to Post IPO and ~$70M in revenue in 2010 to ~$725M at departureReported to the Chief Marketing Officer and Chief Business Officer over the tenure of the role, directed a 25 person global team with a ~$10M annual budget - Drove revenue growth by bringing new innovative products to market, delivering compelling thought leadership, steering integrated marketing campaigns (including partner marketing with AWS and Salesforce, strategic initiatives such as Guidewire Cloud, and vendor/developer marketing for Guidewire Marketplace/DevConnect), leading field readiness, and increasing brand awareness worldwide- Led the team through multiple reorganizations resulting in greater role clarity and accountability, and improved employee engagement

Improved speed to market: - Impacted margins directly by reducing time and cost for getting new products to market, with a first-ever “launch train” for product launches - Inspired and motivated cross functional teams across Sales/Presales, Alliances, Services, Product/Corporate Marketing, and Product Management to create and deliver all launch content: from product demos and messaging to enablement for Analysts, Press, Channel, Customers, and Prospects- Directed M&A go to market effort for multiple strategic acquisitions (Millbrook, Eagle Eye Analytics, Cyence, First Best), including messaging/positioning, field enablement, and integration program management

Ensured sales readiness for the ~300-person global GTM teams:- Built a Sales Enablement discipline from the ground up (including recruiting and mentoring a 10 person team of global professionals) at a key growth inflection point (pre-IPO), which is still instrumental in company’s ability to scale knowledge and products, and achieve revenue targets, including growing 30% QoQ - Designed and implemented multiple lauded programs, e.g. new hire training, biweekly webinars, partner enablement programs, SKO/QBRs (sales kick off/quarterly business review) events, various focused boot camps, etc.– with a consistent 90+% usefulness score from the field - Propelled teams to build infrastructure and processes to scale – including a sales enablement portal and a customer story application in SFDC- Promoted various times during role – from Group Manager to Sr. Manager to Director

Led product marketing efforts for then new set of products: InsuranceSuite, Client Data Management, and Reinsurance Management - Conducted significant market research to create optimal positioning for the new products- Created content and messaging for sales, analyst relations, consulting partners, demand generation campaigns, and public relations initiatives - Partnered with Product Management and Sales Consultants to roll up sleeves and become a subject matter expert for these new products

Reporting to the VP of eBusiness, played a General Manager role for the digital sales channel, managing a multi-tier product management and product delivery team for a $5M Digital Marketing and Sales B2C Digital Application - Pushed end to end implementation of various new large cross-platform digital sales products, with revenue streams of $20M+ annually - including driving digital sales growth by 30% via optimized organic and paid search directed to an innovative online application designed to make the health insurance buying process easier for consumers and agents - Produced various product deliverables such as opportunity assessments, multi-year product strategies, product roadmaps, go to market strategies, competitive analysis, etc. in a highly matrixed organization with Marketing, Sales, Customer Service, User Experience, and Engineering - Promoted from Manager to Senior Manager within one year of joining – showcasing an accelerated career path

Various management consulting roles at Fortune 500 companies; demonstrated value and rewarded with promotions from Analyst to Consultant to ManagerSelect Work Experience:- Group Product Manager for a $10M+ custom built Employer (B2B) Digital Application (14 states) at Anthem: Directed a seven-person product management and user experience team, and traveled to Chennai, India to build an offshore Payer Center of Excellence - QA Manager on a B2B Digital Application: Built a 24x7 product lifecycle (requirements in US to development in India to QA in Brazil) center between the US, India, and Brazil, and ran a combined 13-person team, which effectively managed 1,000+ test cases and 2,000+ defects - Team Lead on a $7M+ PeopleSoft (HRIS) implementation at Kaiser Permanente: Directed a process re-engineering effort for various back office HR processes and procedures, while creating the deployment strategy for a multi-state, multi-release launch- QA Lead for a Siebel Call Center implementation at AT&T (previously AT&T Wireless): Managed a team of four resources to achieve a 99% passing rate for the Go Phone product line