Steve Watkins Email and Phone Number

The focus of this role is to mitigate the risk of clients’ programmes and to aid with the adoption of their SaaS (HCM, ERPM, SCM and CX) Cloud applications through strategic training and enablement. This could be achieved via several modalities. End user enablement, where we would be positioning our Digital Adoption Platform, Guided Learning. Digital assets and instructor led training. Following on from that, 'day 2' services would be positioned as part of our Managed Service proposition. This incorporated a SaaS bundles solution designed to increase customer adoption of SaaS applications during the lifecycle. The offering is targeted at customers , who require a personalised level of Cloud application support, that ensures a superior customer experience for both end-users and administrators.Working within the Public Sector vertical, I support a portfolio of high-profile accounts with total contract values ranging from $1M - $20M. Working closely with internal Oracle Stakeholders and predominantly Programme and Change Directors on the client’s side, I would support the stages of the project plan, positioning the services and support infrastructure that Customer Success Services can provide, to create a successful adoption from launch, through to user acceptance testing, go-live and then BAU. In FY21, I was recognised as the top performer globally, successfully wining a range of key Central Government contracts, achieving 177% to quota.FY22 & FY23 also saw a top performance, achieving 104% and 200% to quota respectively and being recognised at Oracle Corporation Club Excellence in Las Vegas.

Providing a full end-to-end solution to my key Stakeholders that align fully to their business objectives, utilising all areas of QA Ltd.’s portfolio. This would include training programmes to upskill and develop existing personnel, working with the organisations to understand their challenges surrounding future talent, where we can incorporate our Apprenticeship model, as well as looking at short-term demand and contingent labour with key technologies where a fully skilled Consultant could be deployed. Tasked with securing individual projects and programmes whilst maintaining BAU, to ensure stretching growth targets are met. To aid with the success of this, having an in-depth knowledge of industry trends and the evolving marketplace, alongside understanding each of the organisations objectives, to identify market aligned solutions that match the themes of the clients is key. Examples could include the shift to Agile methodologies and the strong focus on emerging technologies inc. Big Data, AI, DevOps, Cloud and Digital Transformation.Additional key responsibilities included, creating tangible account plans for each of the clients’, mapping out clear objectives, opportunities and time-parameters for delivery, as well as accurate forecasting to the SD and acting as a senior contact for the division in his absence.FY18 saw a collective growth of 21% against PY, with the highest growth percentage coming from Oracle, with an increase of 78% over PY

Reporting to the Head of Sales from June ’17, I held several accounts in my portfolio, including an under-performing Key Account with the objective to bring back to growth. The end of Q4 saw the key account up 8% against prior year, invoicing revenues of circa £1M per annum with complementary growth of over 200% against PY for the other accounts I was accountable for. YTD produced an invoiced revenue of over £1.3M (110% to target) and 590K Gross Margin (107% to target).

Reporting to the Head of Sales from June ’17, I held several accounts in my portfolio, including an under-performing Key Account with the objective to bring back to growth. The end of Q4 saw the key account up 8% against prior year, invoicing revenues of circa £1M per annum with complementary growth of over 200% against PY for the other accounts I was accountable for. YTD produced an invoiced revenue of over £1.3M (110% to target) and 590K Gross Margin (107% to target).Due to relocation, my team was disbanded.

Running a team of 5 telesales personnel in the Nationals Channel. I was responsible for the teams individual sales targets as well as providing support, both sales and administration to 30 Premier Account Managers. Running various projects and formulating business plans to generate incremental revenue to the bottom line figures of the Nationals Channel.

Working as an Account Manager, I was responsible for selling innovative and comprehensive marketing solutions to maximise revenues, customer growth and client satisfaction.The main focus of the role was maintaining and penetrating existing accounts to generate increased revenue.Strong negotiation skills and building lasting rapports has been essential within this role.