experience

Experience in Practice:

Due to declining revenues, the company had gone through a business restructuring. Neither the new CEO nor the President/CFO had the bandwidth or sales background to build out the required growth function. I was brought on board to stop the downward slide and create a capability to produce long-term, predictable revenue growth.


After diagnosing the current state and uncovering root-cause issues, I implemented the following:


  • Talent Acquisition: Recruited new sales professionals with deep expertise in the healthcare compliance and benefits market.
  • Resource Reorganization: Realigned internal teams to better support customer acquisition efforts and sales execution.
  • Customer-Aligned Sales Approach: Deployed a sales strategy that mirrored the buying processes of target customers.
  • Channel Optimization: Reset go-to-market expectations and enhanced alignment with channel  partners to better support their client and revenue goals.
  • Account Management Function: Established a dedicated team to proactively address customer churn and improve retention.

Results:


These initiatives yielded transformative results, including:


  • Increased revenue by 600% 
  • Achieved an annual customer renewal rate over 95%
  • Won key accounts including; AT&T, Verizon, 3M, Alcoa, Coca-Cola, IBM, Dell, Bridgestone, Con-way, General Motors, Boeing, BAE, Lockheed Martin, UTC, Kohl’s, Ford, Ball, Perdue Farms, Wrigley, Pfizer, Kellogg, and Mass Mutual
  • Diversified the business into the Payer Market (Aetna, BCBS of MA)
  • Securing additional investment rounds.
  • Successful merger.

The company, two years post-product launch, faced stagnant sales despite operating in a growing market. I was brought on to revamp the go-to-market strategy and drive meaningful growth in this emerging space.

Key initiatives included:

  • Defining the Ideal Customer Profile (ICP): Refocused sales efforts on the most promising market segments to enhance targeting and efficiency.
  • Building a High-Performing Sales Team: Recruited sales professionals skilled in consultative and solution selling to align with the market’s approach to buying.
  • Revamping the Sales Process: Updated and implemented a structured selling process to improve consistency and scalability.
  • Channel Optimization: Identified and targeted enterprise Benefit Consultants as a critical referral channel to accelerate market penetration.
  • Strategic Leverage of Early Wins: Utilized initial successes to build credibility and secure partnerships with national and regional health plans.

Results:

  • These efforts drove 700% growth in revenue over 30 months. 
  • Closed key accounts, including high-profile clients such as PepsiCo, Lowe’s, Dow Chemical, Novartis, Macy’s, Northwell Health, General Dynamics, Brinks, 1199 SEIU Labor, American Cancer Society, and NRG Energy.
  • The company has since built on this momentum with several additional funding rounds and recently filed its S-1.

The company, in its first year of operations, was working to establish a foothold in its market. The small sales team, consisting of two salespeople and the Founder, was focused on building a consistent pipeline and winning business more predictably. I was brought on to lay the foundation for scalable growth and drive revenue acceleration.

Key contributions included:

  • Process Development: Designed and implemented a sales and forecasting process to ensure consistency and reliability across a growing team.
  • Customer Engagement: Actively participated in sales meetings and served as the primary point of contact for leadership teams at customer and prospect organizations.
  • Channel Alliance Growth: Managed and expanded channel partnerships to increase market reach and drive indirect sales.
  • Targeted Account Selling (TAS): Developed internal expertise in the TAS methodology and trained sales and marketing teams to adopt and implement this approach effectively.
  • Team Expansion and Leadership: Recruited and managed high-performing sales and marketing professionals to support growth objectives.

Results:

These efforts led to the following outcomes:

  • Revenue growth from $1M to $20M.
  • Achieved a customer renewal rate exceeding 90%.
  • Positioned the company for a successful merger, capitalizing on its strong market position and operational excellence.

This enterprise was formed through the merger of three businesses operating in the benefits technology and services sector. Despite their shared space, the organization faced challenges due to inconsistent processes, fragmented go-to-market methodologies, and the absence of dedicated sales leadership. I was engaged to drive alignment, streamline operations, and position the company for growth.

Key initiatives included:

  • Unified Messaging and Approach: Developed integrated go-to-market messaging and a customer-centric buying process to create cohesion across the organization.
  • Standardized Sales Practices: Designed and implemented consistent sales processes and activity standards to drive accountability and efficiency.
  • Account Management Transformation: Overhauled the account management function, introducing revenue accountability and optimizing retention strategies.
  • Integration of Additional Merger: Successfully integrated a fourth business, aligning processes and merging sales teams to create a unified operation.

Results:

These efforts delivered transformative results:

  • Increased revenues from $20M to $50M 
  • Achieved a reduction in customer acquisition costs.
  • Positioned the business for acquisition by a publicly traded insurance company, capitalizing on its improved operational and financial performance.