Commercial governance for the US theater

I held full commercial governance and operational oversight for the US theater, with expanded global responsibility for enterprise clients carrying complex multinational footprints. These were US-headquartered global clients buying enterprise technology and managed services across many countries.

When sales and delivery answer to different strategies, the client pays for the gap, and eventually so do you.

Unify commercial growth and technical delivery that had been run as separate worlds.

Price and structure complex multinational contracts without leaking margin through discounts and delivery overruns.

Shorten long negotiation cycles that slowed revenue and frustrated clients.

Give leadership real-time visibility across utilization, delivery, and spend.

I directly managed a senior leadership matrix of 12 Vice Presidents of Sales and 4 Vice Presidents of Operations, and bridged Sales, Finance, Legal, and Technical Delivery.

One strategy for sales and delivery

I aligned sales and operations leadership under a single strategy so that what we sold matched what we could deliver, region by region.

Standardize the commercial playbook

I overhauled the regional commercial framework with standardized legal and commercial playbooks for complex contracts, including pricing models and risk mitigation.

Protect margin at the source

I introduced discount governance, cost-of-service control, and elimination of operational leakage to protect and expand net margins.

Redesign core processes

I redesigned business processes across commercial desks, procurement, and the PMO to eliminate geographic silos.

Make performance visible

I implemented data-driven dashboards giving real-time visibility into utilization, project milestones, and operational spend.

20% shorter negotiation cycles

For complex contracts, through standardized playbooks.

Protected and expanded net margins

Through discount governance and cost-of-service control.

Real-time performance visibility

Dashboards covering utilization, milestones, and spend.

A stronger leadership tier

Standardized KPIs and executive development plans improved retention and succession readiness.

Playbooks speed up deals.

Standard terms let negotiators spend time on what is genuinely unique about a client.

Discipline on discounts is discipline on value.

Every unmanaged discount is a message about what your work is worth.