Malory, a dynamic leader, was steering her company through a transformative phase. Her responsibilities included overseeing US operations, strategic planning, people management, and business development, all aimed at driving aggressive revenue growth across multiple lines of business. Despite her efforts, Malory faced significant challenges in achieving the desired growth and operational efficiency.
Built and strengthened professional relationships with key technology partners and strategic partnerships, driving new customer acquisition.
Built and strengthened professional relationships with key technology partners and strategic partnerships, driving new customer acquisition.
Transformed the company from primarily ficensing and software cloud advisory to include managed services/support and professional services for Oytiersecurity, Al/ML, Analytics, Data, and M365.
Built and strengthened professional relationships with key technology partners and strategic partnerships, driving new customer acquisition.
Augmented new customer acquisition by 2001, cross-sell revenue by 100%, average deal size by 100%, and average seller attainment by 80%, while increasing the average opportunity win-cate to 80%
Led initiatives that increased company size from 121 to 170 people, with minority representation of 40%, while reducing undesired attrition from 40% to 81%. Achieved an employee survey rating of 92/100.
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