Signed in as:
filler@godaddy.com
previous projects
Syngenta Bulk Herbicide service improvement program (BHSI)
syngenta Seeds - Customer Segmentation Strategy & Implementation
syngenta Seeds - Customer Segmentation Strategy & Implementation
- Recovered 127% of prior seasons revenue losses
- Lowered overall cost of service by 18%
- Cross-Functional Solutions Spanning - Marketing, Sales, Inventory, Logistics, Planning, Technology, Customer Service, Finance, Strategic Partners/Vendors, and Customers
- Technologies included - SAP (custom ABAP code across SD and MM), TMS (IBM Sterling), SYT custom apps, EDI, XML, .NET middleware, carrier TMS's, and local SAP WM instances
- Lowered Avg Cost Per Mile by 6%
- Increased Customer Satisfaction from 42% to 97%
syngenta Seeds - Customer Segmentation Strategy & Implementation
syngenta Seeds - Customer Segmentation Strategy & Implementation
syngenta Seeds - Customer Segmentation Strategy & Implementation
- Took over project from McKinsey
- Design and implemented a customer segmentation strategy which was based on sales and pricing history, coupled with strategic account growth plans based on acres under management, soft sales indicators, and defined sales support levels
- Implemented successful changes across customer services, supply chain, production, key account management, sales, marketing, technology (SAP), and finance
- Resulting impact was an increase in EBITDA by 2.1%, reduced costs of support by 22% and increased customer satisfaction by 31%
SYNGENTA - GLOBAL ATLANTIS PROJECT
syngenta Seeds - Customer Segmentation Strategy & Implementation
Sound Agriculture - commercial readiness
- Centralized Customer Service, Supply Chain, Logistics, Inventory, and Finance Project centered around reducing supply chain costs and increasing customer confidence
- Delivered cost savings over $20M annually
- Created centralized technology processing and routing solution resulting in increased accuracy of delivery timeline and reduced order to cash cycle time
- Implemented GT Nexus for centralized processing solutions, coupled with API's, EDI, XML, along with ERP (SAP), IDocs, and other custom software solutions
Sound Agriculture - commercial readiness
$13B agriculture seed & chemicals company - Customer Success strategy design & implementation
Sound Agriculture - commercial readiness
Sound needed support in preparation for their commercial launch of their Source product. Given it was their first commercial launch, all front and back end strategies and support steps needed to be defined. Sample items included with results below
- Led the overall strategy and design of all Opportunity to Order (OTO) and Order to Cash (OTC) business processes, detailed functional requirements and technical design for systems build (primarily on Salesforce Platform - solution was ERP Lite)
- Led strategic marketing programs strategy and definition with CCO resulting in 230% of planned sales orders taken and 313% increase in customer acquisition from year one to year two
- Acted as Head of Customer Success for first season enabling 119% sales orders fulfilled against plan with a 99.8% customer satisfaction rating
- Led all development teams designing custom Salesforce processes, code and industry specific capabilities for ERP Lite solution which managed the entire Order to Cash process with integration into QBO
- Technologies implemented with custom solutions - Salesforce, API, AWS, QBO, TaxJar, Stripe
$13B agriculture seed & chemicals company - Customer Success strategy design & implementation
$13B agriculture seed & chemicals company - Customer Success strategy design & implementation
$13B agriculture seed & chemicals company - Customer Success strategy design & implementation
Co-Led the customer service & customer success program for largest NA seed company, whereby brining customer service into the supply organization with the focus on decreasing order to cash cycle time, increasing customer confidence, and increasing post sales cross sell opportunities and post sales support. Results included -
- Redesigning the customer success KPI's and metrics definitions
- Initial touch customer satisfaction rose to 91%, while achieving 99% customer satisfaction after 3rd touch where necessary
- Overall closed won cross sales opportunities increased by 44%
- Top line sales increased by 12% year over year
- Reduced customer contact time from initial call to follow up touchpoint by 2.2 days, resulting in same day follow up in 93.1% of cases
- Integrated sales, marketing, supply, logistics, technology, and warehousing into the overall customer success metrics dashboard, creating cross-functional ownership of the metric
- Technologies implemented or customized - SAP ECC, SAP APO, Salesforce (Sales & Service Cloud), Teradata, Oracle, SQL, API's, and EDI
held interim VP of Customer Success for Series C agtech startup
$13B agriculture seed & chemicals company - Customer Success strategy design & implementation
$13B agriculture seed & chemicals company - Customer Success strategy design & implementation
Assisted AgTech startup with the preparation of financials, strategic plan, and pitch deck creation for Series C round, closing over $20M Series C.1, whereby took over as Interim VP of Customer Success to help prove out the position needs and job description. Results included, but not limited to -
- Worked hand in hand with VP of Sales, VP of Marketing, VP of Technology, Retailers, and Growers to ensure the customer success journey was inline with what customer expectations were
- Led the development of digital technology to support the function and other departments, whereby implementing realtime product FAQ response engine, product specifications lookup, realtime support connections to the function and others within the organization, and led the development of all Customer Support related processes and technology builds
- Created KPI's in form of weekly, quarterly, semi-annual and annual metrics
- Created OKR's for the overall Customer Service/Success function, including team members individual OKRs
- Season results were 99.8% customer satisfaction rating and 433% increase in sales year over year
- Finalized role profile which included marketing, sales, customer support, customer journey strategy, supply, and inventory components within the job description. Role was essentially the "glue" across functions to ensure every customer and every order was receiving the attention it required
United Nations - SAP Implementation "Get to Green" Program
$3.3B Agriculture chemical company - supply chain rationalization program
$3.3B Agriculture chemical company - supply chain rationalization program
Myself and my team were on the short list of approved vendors for high profile engagements within the UN. When the UN's $500M SAP implementation was in jeopardy and behind schedule (it was the 2nd largest implementation of SAP ever at the time), myself and my team were called in to work with two big consulting firms on the process definition and sign-off, along with the creation of the overall "Get to Green" technology implementation.
Results were that the SAP implementation achieved the revised timeline and budget, whereby my team led the development of custom training programs which we then rolled out worldwide to train select groups of UN employees
$3.3B Agriculture chemical company - supply chain rationalization program
$3.3B Agriculture chemical company - supply chain rationalization program
$3.3B Agriculture chemical company - supply chain rationalization program
Led a Supply Chain and Technology Rationalization Program for a $3.3B agrochemical company which focused on the creation of a long-term strategy around decreasing delay's, increasing visibility including a full track and trace, optimizing the network nodes, and optimizing the use of technology across internal and partner channel networks. Results included -
- Reduction in order to delivery time by 37% on average
- Redefined KPI's across each segment of the supply chain network, including weekly, monthly and quarterly reviews of performance across teams and up through senior leadership
- Selection and implementation of new TMS, WMS, and Middleware software, including external EDI and XML connections with Partner Vendors, resulting in increased step by step visibility into product supplies and availability, including ATP
- Supplier rationalization which led in 25% decrease in number of suppliers required while decreasing overall AI spend by 19%
CPG, Agriculture, and Food Industry Startup Projects
$3.3B Agriculture chemical company - supply chain rationalization program
CPG, Agriculture, and Food Industry Startup Projects
Led over two dozen startup organization projects focusing on -
- Led numerous "Commercial Readiness" engagements, where I worked with BOD's and C-Suite to create the commercial strategies, whereby then implementing OTO, OTC, sales, marketing, product development, and financial processes and technology to support bringing each organization to market
- Working with C-Suite to create business and corporate strategies
- Product Development bringing new products to market
- Creating marketing and sales strategies including specific go-to-market channel strategies
- Implementing OTO and OTC business processes and supporting digital technologies
- Led or Co-led fundraising resulting in over $123M in capital raises closed
- Designed, built and implemented digital technologies (ERP, CRM, Order Management) to support business activities
- Performed marketing program analysis after which designed and implemented marketing programs for organizations
- Held Interim C-Suite roles for a number of company's, including - CEO, COO, CCO/CRO, and CIO
Fortunate 50 CPG Brand & product marketing strategy
Food/Ag industry startup - corporate and commercial strategy
CPG, Agriculture, and Food Industry Startup Projects
Led the development of a new Brand and Marketing Strategy for a new product for global Fortune 50 organization. Engagement included:
- Working with Senior Executives and Leadership to align product features with holistic brand strategy and portfolio strategy
- Engaged product development to gain complete understanding of new product ingredients, features, benefits, and risks, to ensure brand strategy addressed each facet of the product
- Led the strategic definition and follow up implementation of product strategy, defining the message, call to action, and underlining components which supported the new AIDAR strategy (awareness, interest, desire, action, retention)
- Aligned the AIDAR strategy with the SMART goals (specific, measurable, actionable, relevant, time-bound) of the organizational and product goals
- New product success resulted in 13% greater adoption of the product, along with increased revenues of $192M beyond strategic targets established
Food/Ag industry startup - corporate and commercial strategy
Food/Ag industry startup - corporate and commercial strategy
Food/Ag industry startup - corporate and commercial strategy
Series B upstream food / ag industry startup. Hired to lead the definition of their corporate strategy and commercial go to market strategies. Engagement included:
- Working with C-Suite and select Board Members to understand the history of the organization, the desires of the founders and other leaders within the organization around its purpose and goals, whereby crafted multiple new alternative corporate strategies for review and market analysis
- Performed a market analysis of three different alternatives to the current corporate strategy, gauging potential customer thoughts through independent survey's and workshops focusing on each alternatives new mission, adoption of mission, and aptitude to purchase from an organization with mission, vision and values within the select alternatives
- Led the financial analysis associated with changing the corporate strategy, projecting levels of market adoption and market responsiveness in association to projected sales
- Led the adoption of the new corporate strategy, overseeing the implementation of brand marketing changes, new product marketing channel programs, and the creation of the strategic commercial business strategy to drive enhanced sales and market adoption of the startup's products
- Led the design and implementation of changes to the organization's Opportunity to Order (OTO) and Order to Cash (OTC) business processes, to ensure new corporate and commercial strategies could be fulfilled through the execution of sales orders, order fulfillment, delivery of products, and the interactive engagement of the customer base along the way
- Results included the successful sale and fulfillment of 4x prior year order volume, which supported the organization's successful Series C raise