Scott Davies Email & Phone Number

Toronto, ON, CA

Toronto, Ontario, CA

Toronto, Ontario, CA

Toronto, Ontario, CA

Toronto, Ontario, CA

Toronto, Ontario, CA

Reporting to the SVP of sales, lead a team of 30 plus with accountability for Sales Strategy, Sales Operations, Salesforce.com, Pricing and Data Science - Successfully lead organization wide initiative to launch Salesforce.com (Sales and Service Cloud) to 1600 employees across multiple sales, service and delivery/operations channels- Built team to deliver.

Toronto, Ontario, CA

Reporting to the SVP of Commercial Strategy and acting as the COO for the SVP of Sales, Commercial Segment, accountable for creating the $1.2bn Commercial Segment strategy across all cross functional teams while having accountability for driving sales effectiveness and value/base management programs for the segment. Lead a team of 4 - Built and launched a.

Toronto, Ontario, CA

Reporting to the SVP of Sales and Account Management, accountable for building and implementing a sales and account management strategy and operating model for the $600M Canadian Business Unit that delivers significant YoY growth thru team based solution selling and best practice sales capabilities. 3 direct reports and a team of 6

Toronto, Ontario, CA

• Reporting to the VP of Sales, accountable for leading multiple sales channels, overall sales operations and developing the B2B sales strategy across $300M business segment focused on selling next gen fibre, data center.
• Created and executed 2012-14 B2B sales strategy that delivered 40% CAGR in incremental sales by:- Introducing new market models to expand channel reach- Integrating multiple acquisitions into cohesive sales model.
• Built and managed a greenfield partner program that that overachieved sales targets by growing new bookings (33% cumulative quarterly growth rate over first 2 years)- Achieved 165% growth in new sales from channel team.
• Achieved 50% growth in new sales from IS in 2013 v. 2012 and 56% YOY growth after Q1 2014 through better alignment between goals and measures and focus on leading v. lagging indicators
• Reduced revenue churn by 20% for top customers ($2.5M in year) by introducing customer centric processes with Strategic Account Development Team (15 ADMs assigned to strategic customers) along with including first.
• Built an integrated sales operations team from scratch to enable management focus and cadence around prospecting, funnel management and SF.com adherence.

Toronto, Ontario, CA

• Reported to the VP of Sales Operations and Planning, accountable for collaboratively developing the holistic sales strategy while building and executing business cases to support increased sales efficiency, market.
• Led 12 person multi-channel team to develop and pilot a new B2B channel and segment model which targeted $200M in revenue through optimized market coverage and enhanced channel collaboration.
• Partnered with retail channels (Dealer, Owned, 3rd Party) to create a value proposition vision for Rogers focused on enabling a consistent branded distribution experience including implementing small business advisers.
• Collaborated with field channel team, marketing and finance to build a compensation model that realized $2M in OPEX savings and drove net vs. gross revenues thru enhanced pay for performance alignment.
• Introduced and implemented channel engagement policies and performance metrics across internal and external channels to support revenue, EBITDA and customer experience targets.
• Managed 16 employees accountable for B2B sales knowledge management including the National Proposal Centre for a period of nine months.

Montreal, Quebec, CA

• Reported to the SVP of Customer Service, drove continuous improvement and transformation within the Enterprise service channel through fact-based strategic planning, analysis of performance & customer perception.
• Led the annual development of an integrated strategic plan for service, working with all sales and service channels to enhance cost effectiveness and quality in a transforming ICT solutions environment.­ - Increased.
• Built the case for change and led the cross-organization execution team that drove $7.1M in service channel savings based on support consolidation in 2007.
• Mobilized direct team to build processes and systems for capacity planning, workload sharing and load analysis within service-based provisioning and assurance contact centres, enabling a 4% increase in efficiency.
• Coached team to build and deliver management and rep level performance scorecards for quality and capacity management.
• Accountable for relationship management of key third party vendors, partnering with lead vendor to drive a 54% improvement in service levels and quality in less than eight months.

Montreal, Quebec, CA

• Reported to the Vice President of Sales, provided analytical and decision support around business and financial analysis relating to the market and the broader sales organization. Managed team of three accountable for.
• Led the ideation and execution of an Integrated Channel Project, worked with a cross-functional team to deliver an integrated sales model across all SMB channels, enabling a transformation that increased incremental.
• Built and launched KPI, funnel management and fact-based sales analysis systems for both inside and face-to-face mid-market sales teams achieving 97% forecasting accuracy.

London, GB

• Originally started in Ernst & Young’s Strategic Advisory Services practice and moved to the Strategy & Transformation group within CGE&Y after E&Y Consulting was purchased by Cap Gemini. Significant Projects
• As Engagement Manager, led three colleagues and eight client team members to develop the three-year strategy for a major UK Bank in the area of Business Banking, Sales Finance. - Developed sales and channel strategy to.
• Developed a multi-partner new venture for a large financial services company that focused on creating trust and developing cross-selling opportunities to SMB’s through the use of a multi-channel (online, on-land and.
• Developed a new venture working with a major UK bank that focused on spinning off one of the bank’s service functions (debt/credit management) and developing a third party provider for the broader market that would.

Toronto, Ontario, CA

• A start-up health consulting and outsourcing company that focused on opportunities with large corporations in the area of disability insurance claims filing, claims management and processing. Reported to CFO. Supported.
• Led project teams of between 10 to 20 business, IT and medical personnel ($30K - $90K monthly run rate) from analysis to implementation.
• Created two partnerships with insurance companies for disability management services.

Mba, Mba - Business

Hba, Business

Oac