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

DIRECTOR OF
SALES