Results:

• Team trust and culture was up tremendously and booming.

• Hit Annual Target

• Teams efforts lead to Series A funding

• Promoted 2 individuals from BDR positions to higher level opportunities within organization

• Annual Target of 8MM ARR hit

• Doubled Annual Revenue YoY

• On track in 3rd year to hit 20MM ARR

I oversaw the entire process from start to finish on building out the GTM strategy for the business development team at Highlight within the Market Research Industry.

Focus Area 1: Wild Wild West

Coming into a new industry (Market Research) and a new team, there were a few problems. The first that I came to see quickly was it was kind of an every person for themselves mentality.

I focused for the first quarter to build trust with the team members, but also for the team members to trust each other. Through team building, trainings, and hands on work with the team, there was a shift that came.

With this focus dialed in, the next problem to work on was understanding the software tools and analytics.

Focus Area 2: Ground Zero

While there had been a BDR team prior to my arrival, there was no direction for the team. It was a very much here is an idea of what we want you to do, you got this go do it!

This meant the tech stack was all over the place, some team members knew it well, others were novices, and the rest were some where in between. Being able to get the team trained up on the right sales tools, with the proper training, and working with them to get the most out of them was the vital to the success of the team and organization.

Removing some of the software tools that were too advanced for where the team and organization were at, as well as bringing in a replacement tool that was simpler and faster to use.

Focus Area 3: Analytics

With the new software tools in place, I was able to gain better insights into metrics, how the team was doing and where they could be more pointed with KPI’s.

This and cross collaboration with Revenue Ops, Marketing, and AE’s allowed for the team and organization to be successful.

Director of Business Development - CommerceHub ‘20-22

Results:

• 7% - Annual Revenue Growth YoY

• 1.4B - Annual Revenue

• 30M - Net New Client Revenue

• Promoted 4 BDR to AE roles

• Implemented KPI and Targets for team

• Setup first ever OKR’s

Overseeing another team of BDR’s, I worked with this well established team to continue to push the envelope within the e-commerce and drop shipping industry. Working with ACV’s of 300k+, he was able to successful help the company grow YoY.

Focus Area 1: Motivation

As a new leader within e-Commerce, I needed to do research and understand the industry inside and out. Along with that, I needed to learn more about my team members. What pushed them? Why did they get up each day to do what they did? What gave them a sense of purpose and drive for working?

After spending a few months with the team, I was then able to start working on individual growth plans for each team member. Setting aside time weekly for each of my team members, I carefully worked with each individual so that the growth plan followed what their passions and wants were for their future, not just what I thought. This also allowed for the team member to buy into the plan because they helped to create it.

This “investment of time” into the team, allowed the team to feel seen and build trust between leadership and them. Each team member had the opportunity to go after their goals with the help of their leader which ultimately turned into higher revenue for the company overall.

Focus Area 2: Quality over Quantity

After I spent time with the team, I was able to see that a lot of the team member understood what they needed to do, however the question was how do we up level and continue to push further than we’ve done before. Given that there were only a certain number of the top enterprise level companies within each team members territory, how do they reach out to the same people over and over again without being a bother or nuisance?

This is where the focus on Quality over Quantity came into play. Typically a list of about 50-100 people was made by a BDR. Once the list was vetted, they would start outreaching to the potential prospects. Very typical for most BDR teams.

However, when you are limited to a smaller number of clients, you need to be more creative and more personalized with your touches. The importance here was to focus on actual meaningful out reach.

Through thoughtful coaching and training, I worked with team members to pick out a small number of tier 1 accounts that allowed the BDR to spend more time with and craft meaningful outreach. This meant that the BDR did not just add a large number of clients to a cadence. Quite the opposite, they were researching, learning, working through LinkedIn, using signals from Google Alerts, to focus their approach.

This type of outreach, while it did not produce a lot of activity, did produce volume in terms of opportunities created and closed for the AE team. This ultimately lead to hitting and over achieving not just quarterly earning, but yearly earning by 7% YoY.

PowerBX - Director of Global Partnership and Business Development

Results:

• Developed GTM strategy for BD leading to over 3MM in ARR

• Developed first ever Partnership program for company leading to 10 net new partnership deals in first year

• Partnership deal revenue in year one, 850K

• Developed kickback program for partnership program

• Trained team members on outbound prospecting

I was brought into PowerBx to help them build out their GTM strategy for all things sales related. PowerBx was a manufacturing company that supplied offices and hospitals around the globe with conference room AV setup. This included not just hardware, but also software configuration and AV install.

Focus area 1: Establish a baseline

The company was currently 100% reliant on inbound marketing efforts. There was no out bound prospecting nor any type of regular cadence to be targeting potential clients. I need to understand who the ICP was, create a profile, then build out how we would find said ICP and start to add them into cadences.

As I was working on this, I was able to establish 3-4 different ICP targets that we could reach out and began the outreach for this. Part of understanding the ICP was also being able to target and determine what companies would make for good potential partnerships and who the ICP would be for them.

Based off of the KPI’s that I had developed and reviewed after 90 days of outreach I was able to determine that we needed to make adjustments and continue to outbound the prospects, but I was building a good understanding of what our typical KPI’s should be moving forward.

Focus Area 2: Building the team

My focus as I started executing on the outbound process was to make sure that I could scale this process. Part of scaling the process was being able to hire talent that would come in and be able to execute on the necessary outbounding efforts. After interview 3-5 candidates I was able to bring on 2 who could help me to continue to grow the accounts that we were starting to land.

I took time to understand each of these individuals, what was their sales background, how they approached sales and catered my training to their selling style. Through hands on coaching, trainings, and weekly 1 on 1’s with the team members, we were able to get the machine up and running.

Focus Area 3: Partnership

While my team was able to take over for most of the prospecting opportunities, I was then able to turn my attention to the partnership aspect of our sales process. Working directly with the CEO, I was able to build out a plan that provided our partners enough of an incentive to utilize us as their preferred vendor, while allowing us to maintain profitability due to the volume of orders that would be coming in.

Through these efforts I was able to land multiple partnerships that were global within North America, South America, and EMEA continents.