Strategic Growth and Value Consultant

project44, Ulm

Key metrics:

* Book of Business: $40M with 400+ customers
* GRR: 98% (100% for Enterprise Customers)
* Managed 50+ heads across Europe after scaling from 30
* Reported to: Chief Customer Officer

With the transition of Account Management (AM) into the Sales organisation I took over the
operations part of our MEA expansion plans and hired in Customer Success Management
(CSM) and PS specifically for this region.

I led the due diligence, onboarding, and integration of operations (CSM, PS, Support, key
account relationships) of the acquisition of Synfioo and was engaged in multiple further due
diligence processes with our M&A team.

In an effort to bring our customer faster to value I led a global initiative to drive consumption
which means to ramp our core platform value of tracking visibility as fast as possible for our
customers. This included writing and implementing a complete consumption playbook
globally, working with

* Product and Engineering to innovate the product to produce immediate value and
build solid prioritisation processes
* Network to align and optimise our carrier onboarding and ramp processes
* Sales to adjust the go-to-market approach with MEDDPICC
* PS and Support to establish reliable hand-over and knowledge transfer processes

project44, Ulm

Key metrics

* Book of Business: $37M with 300+ customers
* GRR: 96% (100% for Enterprise Customers)
* Managed 30 heads across Europe after scaling from 6
* Reported to: Chief Customer Officer

I was hired at project44 to prepare the EU organisation for scale with a focus on AM, CSM
and PS.

For Account Management I built the initial customer segmentation, the hand-over processes
from New Business Sales to AM, the renewal process, and hired 5 AMs. Once this was done
I could hand over the EU AM organisation to be integrated into the Sales department.

My main focus for the CSM team was to establish a structure following the global customer
segmentation which I built and globally implemented and establishing a performance culture.
The team scaled from 3 to 10 during this time.

With a massive number of new customer deals the PS team needed to scale very fast from 3
to 15 while the roles of Solution Architects and Program Managers needed to be clearly
defined. While doing this we globally aligned our approach to delivering world class services
to our customers.

Next to these core activities I led the CSM, PS and Support integration of the Ocean Insights
team, a company we had acquired in March 2021.

On top project44 was globally expanding and I led the hiring and team enablement for the
APAC (mainly Melbourne, Tokyo, Shanghai, Singapore) and LatAm (São Paulo) teams.

TRANSPOREON GmbH, Ulm

Key metrics

* Book of Business: $100+M with 1000+ customers
* NRR: 113%
* Churn: <2%
* Scaled and managed CSM team from 0 to 20 heads
* Reported to: Chief Operations Officer

With Q2'18 I started building up a completely new Customer Success organisation at
Transporeon. I scaled the team to 20 people spread across France, Italy, Netherlands,
Germany, Poland and Russia and recruited internally and externally.

My main mission was building up long-term valuable customer relationships focused on
customer outcome and customer experience measuring Net Retention Rate, Cross-Sell, Up-
Sell, Customer Retention Rate and Net Promoter Score as main KPIs.

This included internal change management and finding the right organisational setup to
ensure maximum value generation with the available resources as well as establishing the
right customer segmentation, closing the value loop with Sales and pushing product
development.

Besides that, I consulted our Management Board on market developments, voice of
customer and platform health.

TRANSPOREON GmbH, Ulm

Key metrics

* Book of Business: $60M
* NRR: 113%
* Churn: <2%
* Reported to: Chief Commercial Officer

After some major structural changes within Transporeon I took over interim responsibility for
building up a new Regional Sales hunting team for Central Europe. Starting with hiring new
people, on-boarding them, developing an adapted sales approach for Regional Key
Accounts and bringing it to the market.

This also included structuring and segmentation of the region, budget and business
planning, forecasting and partner management.

While focusing on winning new customers and gaining speed in growth I took care of the
grown customer base in Transporeon's largest region until I have been able to handover to
my successor in this role.

TRANSPOREON GmbH, Ulm

Key metrics

* Customers won: Kühne + Nagel, DHL, Greiwing
* Reported to: Chief Commercial Officer

Being Country Manager for four years I wanted to move on and took over the responsibility
of a strategic initiative to improve Transporeon's approach to and collaboration with large
3PL/4PL firms across Europe.

Starting with market analysis I developed a dedicated value proposition as well as
implementation and ramp up strategy to be adopted by the different sales regions.

Won Customers:

TRANSPOREON GmbH, Ulm

Key metrics:

* Built team of 6 Key Account Managers
* Customers won: BASF, BayWa, Dachser, Schaeffler, ZF
* Reported to: Regional Sales Manager

As Country Manager I took over the sales management for Germany and Switzerland. The
Nordics were added shortly afterwards.

In four years I built up a team of two (including me) to six people. Additionally I designed and
recruited the new position of a "Sales Assistant" for the team.

Next to leading the team I coordinated together with Marketing all events, trade fairs and
campaigns. I could contribute all structural and professional aspects to our new CRM system
and helped to develop our sales approach to be more value based.

TRANSPOREON GmbH, Ulm

Key metrics:

* Customers won: BSH, Classen Holz, German Pellets, DOW Chemical, Japan
Tobacco, Leipa, Mahle, Vattenfall
* Reported to: Regional Sales Manager

Starting as a Key Account Manager at Transporeon my main goal was to win new customers
and expand business with existing customers with full responsibility for my own funnel.

USU AG, Möglingen

At USU AG I sold the knowledge management solutions for German D115 and large call
centres.

Bechtle GmbH, Stuttgart

During these two years I held the responsibility for the partner management for Sun
Microsystems including business planning for region Baden-Württemberg, building up a
demo centre, consulting customers and sales colleagues on areas like virtualization of
desktops, virtualization of servers and unified storage systems.

COMLINE Computer + Softwarelösungen AG, Neu-Ulm

At COMLINE I gained my first sales experience in the field being responsible for Carl Zeiss
as one of the major accounts of the company. Main business was around IT infrastructure,
CAD workstations and connected professional services like imaging or software deployment
or onsite services.

Bechtle direct GmbH, Neckarsulm

After finishing my studies I started at Bechtle direct to learn selling on the phone in a B2B
environment. Focusing on software sales I could gain skills as Microsoft Licensing Specialist
including some consulting for colleagues and customers on licensing topics.