Taking time off as we return to the UK this summer, via 9 weeks in the US and Iceland. I have taken the available time to do some trips into the jungles of Borneo and to get my International Bareboat Skipper licence.

ServiceSource is an outsourcing company that provides a range of renewal services to a broad spectrum of clients, that have significant quantities of renewal contracts. ServiceSource uses a unique combination of; high quality sales teams, a renewal specific cloud based enterprise class software suite and cutting edge data management. This enables them to work with clients to enhance their customer’s renewal experience and to deliver incremental growth in revenue. Touching customer… Show more ServiceSource is an outsourcing company that provides a range of renewal services to a broad spectrum of clients, that have significant quantities of renewal contracts. ServiceSource uses a unique combination of; high quality sales teams, a renewal specific cloud based enterprise class software suite and cutting edge data management. This enables them to work with clients to enhance their customer’s renewal experience and to deliver incremental growth in revenue. Touching customer revenue gave all discussions CXO focus and generally the financial proposition was predicated on a gain-share model. ServiceSource globally manages in excess of $15Bn of renewals on behalf of its tier 1 client list.Highlights: > Built an APJ team that could overcome a 3-year lack of sales in the region during 2011-2013, turning this around in the last 2 fiscal years with20 plus new contracts and sales targets were exceeded by 140% and 190% respectively.  > Leading an incremental $200m+ selling of customer order contracts by the team starting from ground zero.  > A critical component of this success was in defining the value proposition of the cloud based software element of the go to market solution.  > Responsible for the regional Account Management, Marketing budget and most aspects of the delivery revenue.  > Appointed to the role to undertake a transformation in the way that the APJ business was conducted and on all measures was successful in achieving the goals given to me by the CEO. Show less

Initially joining EDS to focus on complex international BPO and ITO opportunities that exceed $100m, I developed a pipeline of over $1.5bn (TCV) and completed 2 sales of > $100m despite the 18-month upheaval of EDS’ acquisition by HP. In 2011, I moved to Singapore to be the APJ Sales Director and was responsible for a portfolio which incorporates both traditional infrastructure and cloud based solutions, delivered directly to organisations or via a channel model.Highlights:… Show more Initially joining EDS to focus on complex international BPO and ITO opportunities that exceed $100m, I developed a pipeline of over $1.5bn (TCV) and completed 2 sales of > $100m despite the 18-month upheaval of EDS’ acquisition by HP. In 2011, I moved to Singapore to be the APJ Sales Director and was responsible for a portfolio which incorporates both traditional infrastructure and cloud based solutions, delivered directly to organisations or via a channel model.Highlights:  > Securing contracts with clients to drive enhanced revenue through business analytic tools and specifically by identifying how a client organisation can measure the value of a customer interaction, against Key Performance Indicators, when calibrated against Net Promoter Scoring. > Working with Her Majesty’s Government on the consolidation of their data centre IT infrastructure and how the HP Cloud Computing proposition would lower their cost of operation and improve services > Developing a joint go to market proposition with major telecommunications providers to deliver a range of IaaS and SaaS services to the SMB market. This was the first cloud based offering in the UK that became commercially available and delivered 100’s of millions of dollars to the client > Exceeding the companies FY12 TCV ($1.65Bn) and revenue ($410M) targets for the Asia Pacific and Japan region by delivering 110% and 106% respectively Show less

My role in Siemens Business Services, was as a Client Principle for 2 major accounts, promoting the range of ITO (Infrastructure Technology Outsourcing) and BPO (Business Process Outsourcing) services available and included:Highlights: > Managing the client P&L > In each of the fiscal years I achieved between 130-200% of my revenue and profit targets > Overseeing the implementation of transformation projects and providing a financial and commercial… Show more My role in Siemens Business Services, was as a Client Principle for 2 major accounts, promoting the range of ITO (Infrastructure Technology Outsourcing) and BPO (Business Process Outsourcing) services available and included:Highlights: > Managing the client P&L > In each of the fiscal years I achieved between 130-200% of my revenue and profit targets > Overseeing the implementation of transformation projects and providing a financial and commercial lead. > Maintaining and developing account relationships > Managing virtual teams for the development of new opportunities Show less

I was part of a management buy-in of Action Computers, by 5 ex ICL Services (Fujitsu) leaders, including the MD, CFO & Head of commercial. I managed the business units focused on the Corporate, e-commerce and software markets.Highlights > Restructured the sales organisation > Measurable qtr. over qtr. improvement in all; P&L, business improvement and sales KPI’s > Delivered the quarterly revenue (£50m) and profit numbers > Within the desired timeframe of… Show more I was part of a management buy-in of Action Computers, by 5 ex ICL Services (Fujitsu) leaders, including the MD, CFO & Head of commercial. I managed the business units focused on the Corporate, e-commerce and software markets.Highlights > Restructured the sales organisation > Measurable qtr. over qtr. improvement in all; P&L, business improvement and sales KPI’s > Delivered the quarterly revenue (£50m) and profit numbers > Within the desired timeframe of 18 months, Action was sold to the American company, Insight Enterprises. Show less

Whilst at Fujitsu (ICL), I worked exclusively in the services organisation and progressed from a sales role, to building and managing an entirely new business unit addressing the global support requirements of UK & International clients. Through a consultancy led sales approach, I was able to mentor the development of successful sales campaigns into global organisations, delivering contracts for ITO, AM&D and BPO solutions. January 1998 to April 2001: Sales Director – International &… Show more Whilst at Fujitsu (ICL), I worked exclusively in the services organisation and progressed from a sales role, to building and managing an entirely new business unit addressing the global support requirements of UK & International clients. Through a consultancy led sales approach, I was able to mentor the development of successful sales campaigns into global organisations, delivering contracts for ITO, AM&D and BPO solutions. January 1998 to April 2001: Sales Director – International & Specialist Sales Highlights > A new International role, driving sales campaigns into Fujitsu’s most important customers and markets, were undertaken in a co-ordinated and professional manner > The team promoted the full range of Fujitsu Service offerings to both new and existing accounts > The team was created by bringing together the most effective sales people in the Fujitsu services business, winning numerous internal and external awards > All of the required business objectives and financial targets were achieved year over year > The revenue was $500m by the close of 2000 and the team had over-achieved the sales targets of $1.2bn TCV > Significant contribution to the Operational delivery and financial management of the business unit was undertakenJanuary 1996 to January 1998: Sales Director - Helpdesk and OEM Division Highlights > Appointed Sales Director of an expanded group, to include outsourcing of OEM and corporate helpdesks > The team achieved 100% yr over yr growth > By the end of 1997 it was an $260M business unit, employing over a 1,000 people in the UK, EMEA & APJ, supporting 20 languages, and 150 countriesApril 1993 to January 1996: Snr Sales Consultant - OEM divisionHighlights > The OEM team sold internationally, to IT manufacturers and Software publishers > The value proposition was the outsourcing of customer care, from the incumbent internal service organisation > I achieved over 200% of the new business target each year. Show less