GLOBAL ACCOUNT MANAGER
In charge of two global accounts
Indirect leadership of a team of 67 people across the globe
Responsible for the global client strategy and contracts
Found new product opportunities and new pockets of revenue
Memorable success
Overachieved quota 3 years in a row, 9 quarters of forecast accuracy (less than 5% difference with number called)
Key failure
Local strategy not always followed, creating a discrepancy in the account team
Strategic learning
Inspiring vs imposing, federating and more importantly delegate.
GLOBAL ACCOUNT MANAGER
OPENING NEW ACCOUNTS ON LOCAL MARKET
Hunt responsibly, land to expand
Creative thinking on how to penetrate prospects and accelerate sell cycle
Found way to open new logos faster at an honorable value
Memorable success
Largest new logo deal in France (5 million)
16 new logos in 9 months
Key failure
Not segmenting soon enough is just delaying failure.
Working opportunistically does not allow focus and proper qualify out
Strategic learning
Segmentation and identification of pure prospects are worth the investment in time before acting
OPENING NEW ACCOUNTS ON LOCAL MARKET
MOVING FROM A LARGE COMPANY TO A
START - UP
Best move ever
Capacity to adapt to a fast pace environment
Learned how to make the resources that are not available
Take ownership of projects that are not in a primary role
Become an entrepreneur
Memorable success
Be promoted within 6 months
Took ownership of cross-functional team programs (eg: MEDDICC blackbelt)
Key failure
Almost burn out
Learning
Learn to prioritize and to make space for disconnection
MOVING FROM A LARGE COMPANY TO A START - UP
DIRECTOR OF
SALES
Memorable success
Overachieved quota as a team,
More than 50% of the team to platinum club
Named best director of sales worldwide
Led the team to: multiple average size deals by two, engage in global account management and close several new logos over 300K
Key failure
Failed to develop some individuals to success
Had to let go of people I hired
Strategic learning
Managing people, not a team
Scaling up is all about the right moment, overhire and the team burns, under hire, and the team burns
Hire on success, and hire slowly
Be responsible for and maintain forecast accuracy
Consistently coaching and developing people
Recruit a team, not individuals
Lead by example