Simon Tomkinson Email & Phone Number

Stockholm County, Sweden

Stockholm, Sverige

Stockholm, Sverige

Stockholm, Sverige

Stockholm, Sverige

• Stockholm-based. Sales of talent management solutions (tests and assessments, learning & development platform, consultancy & advice)
• Consistent high performer and over-achiever
• New business as well as cross-selling to existing clients
• Development, maintenance and deepening of long-term relationships
• A consultative, solutions-based approach
• A trusted advisor sales style; highly influential and persuasive

Stockholm, Sweden

• Stockholm-based. Managed a portfolio of key clients in the Nordics. This involved the selling of domain name management and brand protection solutions and services.
• Over-achievement of sales target by 52%
• Robust pipeline creation and cultivation
• Development and maintenance of strong long-term relationships with client base
• Effective close collaboration; advisory, influential and persuasive
• Successful encouragement of increased adoption of our services; upgrades and enhancements

London, United Kingdom

• Headhunted by CEB to take over as the Leadership Academies sales lead of the EMEA region with responsibilities which included but were not limited to:
• Client Engagement: Taking the lead in sales meetings; leading the conversation, presenting and pitching, influencing and persuading, and negotiating with senior business executives (C-level)
• Client Advisory Services: Close interaction with C-level executives to discuss their business, its strategy, challenges, and needs in order to discuss and agree upon the most appropriate solutions and services which.
• Strategic Planning & Execution: Determining which EU markets to focus on and how to achieve defined sales targets in those markets in order both to grow existing business and to expand into new, untapped territories
• Product Integration: Ensuring that the Leadership Academies (competency development programs) were seen as an integral part of the overall CEB solutions suite which the sales teams offered to both existing and new.
• Sales Engagement & Enablement: Ensuring that the sales force had all the tools & materials required in order to sell Leadership Academies. This included the running of sales training

London, United Kingdom

• Promoted to this position whose remit included the accountability for and ownership of the financial (P&L) result of RSA’s Paymentshield home insurance account
• Swift formation of a strong and effective relationship with senior management at Paymentshield, which secured the continued health of the RSA/Paymentshield alliance
• Implementation of key improvements to some aspects of the account management model. This included the creation of a robust performance (P&L) tracking pack, additional business analysis and increased communication and.
• Effective negotiation with and influence of internal pricing/underwriting stakeholders as well as Paymentshield to agree action to improve the financial performance. The action taken resulted in a 2% financial result.
• Sound leadership of a large scale project to prepare the business for the transition from an exclusivity deal to a panel model basis. This resulted in early conclusion and an opportunity for RSA to exploit its.
• Ownership of business strategy and planning to ensure targets were realistic, achievable and took account of potential business threats and/or opportunities

Manchester, United Kingdom

• This position’s remit not only included the account management of a portfolio of specialist lines insurance business but also the development and expansion of those portfolios.
• Rapid achievement of highly productive, strong relationships with the insurance brokers, which drove increased business volumes and also improved their overall perception of and connection with RSA
• Expansion of the motor cycle insurance broker portfolio, which led to increased market penetration and additional market/underwriting insight and learning for RSA
• Active and highly efficient account management through the ability to understand key performance drivers and to engage and influence key internal stakeholders as well as the brokers. This led to business result.
• Identification of non-profitable lines of business within the portfolio and negotiation with brokers to cease the underwriting of those. This led to the improvement of the profit and loss result(s)
• Remaining informed of market developments such as threats, opportunities, challenges, regulation aspects as well as conditions in general