SVP, Global Revenue   —  January 2023 - Present

• SaaS 401k solutions, IRA, Keogh, technology, and regulatory compliance for SMB, Mid-market, and Enterprise financial services providers.

• Lead Demand Generation, Sales, Revenue Ops, and Customer Success across a team of 30

• Aligned transactional Sales GTM models, enhancing Product-led and Sales-led growth motions.

• Significant pricing innovation analysis increased revenue with minimal headcount growth.

• Defined Enterprise GTM focused on Partner Ecosystem that tripled Partner revenue. Significantly

• expanded partner operations as a lead source

• Report to the Board of Directors with VC and Private-Equity investors

• Improved SaaS Conversion Rates and Metrics across the entire customer journey. Grew inbound

• Demand Generation by 200%, achieve win rates above 50%, reduced on-boarding loss by 33%

• Significant process improvement through the use of diagnostics, benchmarking, ICP, and playbooks

• design, partner activation, training, and coaching 

CRO —  Jan 2019 - Jan 2023

• Recurring revenue growth is driven by Customer-centric, Impact-focused, sales consulting
• Commercial and delivery leadership for this Award-Winning SaaS GTM Revenue Operations  Consultancy providing demand generation, sales, and customer success diagnostics, process redesign, implementation, training, and coaching
• Project deliverables; Revenue Operations diagnostics, Recurring Revenue GTM Models, Conversion
• Metrics, Customer Success/Renewals/Churn Management, Personas, Ideal Customer/Employee
• Profiles, Planning for Scale, ABM/Demand Gen, Employee/Customer Onboarding
• Sales & Managerial process training – SPICED, Manager to Coach, First Line Manager, Prospecting,  SaaS Sales, SaaS Prospecting, Advanced Enterprise Prospecting, Advanced Enterprise Selling
• Clients from $10M-500M in AI/ML, PLG, SMB & Enterprise SaaS software, Cloud Security,
• Consumer, B2B2C, IoT, Analytics, Purchasing, Education, DevOps, Natural Resources
• Sample Clients: WeWork, Uber, Procurify, Fairmarkit, Revolution Prep, Exec Online 

SaaS Sales Leader, North America Software Sales  —  January 2016 - December 2018

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

VP & General Manager, Field Sales  —  January 2013 - December 2015

• Market focus: Telecom, Financial Services, Transportation, Contact/Call Centers, AI Bots, Value-added Services

• Multi-divisional, remote, and international leadership in sales, marketing, channel, and sales engineering operations from $92M to >$150M in annual revenue achieving >20% CAGR

• Led a multi-role sales team of 93 and a directly accountable cross-functional operations team of 66

• Identification and leadership of M&A candidates and commercial due diligence leading to >$100M  international acquisition; integration of acquisition field operations

• Led transformation: from 90% licensing software to 60% SaaS subscription model

• Drove close of Mobile VAS contracts averaging $15M/yr. in revenue, largest >$40M/deal

• Pipeline growth of 300% license/50% Professional Services growth for Enterprise division

• Highest performing group in XaaS transactions for Mobile group leading Nuance to become 6th  largest SaaS company in the world (>1B transaction from a single customer) 

VP of Sales, Central/Western Region of North America —  July 1999 - December 2003

• Led and managed a team of 44 sales, channel, and pre-sales professionals to >$100M in sales. 
• Directed high-impact marketing and go-to-market initiatives, which turned around NA and made CALA a leader
• Directed and closed the company’s largest sales of new platform and application strategy - $3M
• Improved NA West team sales performance from 53% in ’02 to 94% in the first half of ‘03
• Achieved and maintain 97% market share in the CALA region
• Drove process improvements including CRM adoption, formal sales process, and training

Director, Latin America  —  September 1998 - June 1999

• Personally closed worlds-first speech recognition directory assistance application deployed in Brazil, which represented 22% of company revenue that year.
• Launched Latin America (CALA) as a stand-alone region as a result of strong sales and growth
• Establish offices in Mexico City, Mx; Sao Paulo, BR; Buenos Aires, AR
• Establish a team of 22 across seven countries in the region

Area Manager, Latin America —  January 1998 - September 1998

• First individual contributor salesperson to enter Latin America region for a $3M/yr startup.

• Products were a never-deployed Spanish language prototype and as-yet undeveloped Portuguese language speech recognition.

• Sold initial speech recognition to the largest banks and telecom providers in Brazil, Mexico, Argentina, Colombia, and Venezuela

• Developed a unique go-to-market that was copied throughout the company

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving the transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

VP & General Manager, Americas  —  January 2012 - December 2012

• Led America's sales team of more than 20 Sales, Sales Engineering, and Renewals Sales team
• Market focus: included e-commerce, retail, internet, large and mid-market enterprise, telecom, defense
• Transitioned installed customers from renewal/expansion of their traditional e-commerce portal software company to enterprise social networking software
• Grew Enterprise Social Networking business through inbound/outbound marketing to two-stage sales methodology
• Led transition from e-Commerce portal license/maintenance software to ESN SaaS revenue model 
• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

VP of Global OEM Sales  —  August 2009 - December 2010

• Led team of 5 global OEM reps for early cloud Business Process Management, Rapid Application Development, and Enterprise Application Management company

• Market focus: included Aerospace, large Systems Integrators, Manufacturing, Industrial

• Closed the largest deal in company history from an email lead, in Brazil, at the third largest aerospace company in the world

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets

• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

VP of Global Sales  —  January 2007 - December 2009

• Develop early marketing, sales, customer success integration process for IT Services

• Market focus: White-collar, professional services, biotech

• Establish an early As-A-Service model where customer expansion was more valuable than initial sales

• Identified and launch a substantial number of new technology products

• Expanded services footprint from 16 to 24 North American cities

• Led commercial due diligence and integration of acquired companies

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

VP of Global Sales  —  July 2004 - January 2007

• Established the first scalable sales processes

• Market focus: State & Local First Responders, Emergency Operations Centers, and Dept. of Defense

• Built a Go-To-Market team of 15

• Identified and closed initial deals and this pre-revenue startup

• Identified fundamental issues in a go-to-market model that led to the sale

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

VP of Global Sales

 —  July 2003 - June 2004

Pre-revenue key management software security company

Participated in a significant fundraising activities

Built a team of 9 Sales, SEs

Closed the first dozen deals to Banks and Credit Unions

Technology never delivered

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

Channel Sales Manager

 —  August 1996 - December 1997

Started Channels of Distribution program in Latin America

Led transition of direct to channel sales

Identified, did commercial due diligence on the potential partners

Managed all commercial relationships, contracts, and deals

Four Partner ultimately merged at my recommendation to remain a significant channel when Dialogic was acquired by Intel Corp

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

Senior Product Manager, Mobile Computing Division

 —  July 1993 - July 1994

Managed Mobile Computing Division marketing between Intel and largest PC OEMs

Areas of geographic responsibility included Asia and Europe

Liaison between PC OEM and factory production

Team of 9 high-performance product managers that were responsible for almost $2 Billion in revenue

Mobile computing was already considered the future of computing

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

Strategic Planning Manager  —  January 1992 - June 1993

• Acer is a global leader in PC, laptop, and computing devices

• Planned and managed innovation and products in the high-performance desktop and multimedia PC group

• Led Acer effort in the ACE Consortium, a group or high-performance computing companies that we developing a low-cost RISC based workstation that would compete with high end PC

• Significant travel to Asia and especially Taiwan to factory location and HQ

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets

• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

Product Line Manager  —  January 1991 - December 1991

• Led 30% growth in the low-cost PC product line of the high-performance PC manufacture

• Led a team of 5 people on the product management team

• Managed $35M product line

Product Manager  —  June 1990 - December 1991

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical 

CEO  —  June 1989 - December 1990

• Won a business plan competition at the Cornell Graduate School of Business in an Entrepreneurship class I took

• Started business in Berkeley, CA that served Berkeley, Cal State Hayward, San Francisco, San Jose and Stanford providing computer rental service to students at a time when PC on campus were rare and PCs were very expensive

• I had never before been west of Philadelphia before venturing to California

• The business served customers well but would have required massive investment to begin to serve more profitable markets

• Sold business to a Berkeley MBA who wanted to serve the local community

• Led SaaS growth in Telecom, Media & Entertainment, Energy & Utilities, Watson AI, SI’s markets
• Responsible for $350M SaaS ARR revenue from vertical and cross-brand specific sales teams
• Guided SaaS vertical transformation from $90M to $350M on avg. 59% CAGR
• Transformational SaaS sales leadership driving seller and customer adoption across ~300 SaaS
• (Software, Platform, Infrastructure, and Business Process) products and services allocated across nine Product groups (Brands) into the second-largest corporate vertical market
• Cultural change management driving transition from traditional IT/Purchasing, DevOps, license sales to solution selling SaaS subscriptions, Cloud, Line of Business, and shadow IT organizations
• Directed team of 7 vertical and 56 brands dedicated first-line managers and >400 total Sellers
• Established revenue operations tools, training, and processes to increase outbound lead generation and sales execution.
• Diagnosed investment and resourcing requirements for inbound marketing
• Executive leadership of Cloud contract negotiations teams for the top 225 largest IBM Industry and
• Enterprise accounts (>$1.5B revenue) in vertical