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 professional sales operations and insight capabilities to support territory/quota management, reporting and governance for 600 sales professionals across North America- Created Pricing & Profitability function to manage, monitor and improve margins across organization thru innovative projects and process transformations - Developed greenfield Data Science and machine learning capabilities to support organizational efforts across Business Development, Marketing and Sales to improve business effectiveness and productivity

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 cross functional program to target the installed base of customers to increase in year revenue by $5.5M through proactive renewals and reactive but programmatic value based offers across all channels- Created regional Business Review cadence and insights across Segment that enabled sales leaders to take greater overall business accountability of all the value levers of their territory (approach institutionalized across all other segments based on initial success)

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 and cloud based communications and IT solutions to businesses and governments. Directly lead sales teams accountable for an in year a revenue target of $16M plus a net new sales target of $12M TCV with an operating budget of $8.2M. 7 direct reports and a team of 36• 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 facing the customer- Delivering metrics, analytics and insights to support sales cultural goals around coverage, account planning, prospecting and sales development driving rep productivity up 25% YoY- Creating a commissions plan aligned to strategy and market opportunity• 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 in 2013 v. 2012 through elimination of barriers to success around simplicity of engagement model and new lead processes for agents (78% YoY growth after Q1 2014 v. 2013)• 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 ‘voice of the customer’ program to drive customer focus• 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 coverage and customer penetration. Led team of up to 19 with a budget of $2.5M. • 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 aligned with geographic locations to drive small business revenue.• 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.• Nominated to Rogers Communications Leadership Development Program.

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 metrics, project ideation, local IT development and process improvement. Led a team of 38 knowledge workers (five direct reports) with a budget of $5M. • 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 unit productivity by 14% in 2008 while delivering 102% against operational service objectives by executing a robust service segmentation.• 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 annually while maintaining service levels.• 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 developing the annual strategic plan for sales and analysis of KPI sales analytics.• 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 sales by 75% and reduced the expense to revenue ratio by 2%. • 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 deliver over 20% revenue growth in each of the three years by penetrating the SMB market. - Developed an operating model to optimize costs and focus on customer retention, enabling a 10% (year over year) increase in average margins. • 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 on-phone) customer knowledge portal. - Led a five-person multi-function team focused on developing the customer value proposition around a bundle of financial, telephonic and miscellaneous business services. - Accountable for delivering both primary and secondary research including focus groups and interviews with external subject matter experts. - While the client considered the project a success, the next phase was delayed due to funding.• 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 deliver £50M in annual revenues. - Managed delivery stream with three consultants that focused on developing a market and competitive analysis, building the business case and performing the financial analysis. - Based on our recommendations the bank began discussions with potential partners.

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 business development and consulting initiatives amongst a diverse set of multinational clients which resulted in successfully developing eight programs that provided additional annual operating revenues of $600K to $2.5M each. Managed team of five analysts and consultants.• 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