Outcomes, not activities.

Led a commercial transformation of the global pre-sales function that lifted the win rate from 38% to 61% over eighteen months. Combined organisational redesign, stronger governance, improved discovery, structured storytelling, repeatable operating practices and scalable sales assets so that pursuits were run to a consistent standard rather than depending on individual heroics.

Metric 38% → 61% win rate · 23 percentage-point improvement over 18 months

Led a transition away from fragmented, product-aligned practices towards a coordinated global operating model. Introduced a shared definition of the role, common expectations for discovery and demonstration, and consistent quality standards across regions, so customer engagements no longer depended on which team the customer happened to meet.

Created a cross-regional council to raise the professional standard of solution engineering. Introduced peer review of demonstrations, shared critique of business storytelling and a running programme of craft development, giving practitioners a forum to hold each other to a higher bar.

Codified a repeatable pre-sales method covering discovery, rehearsal, storytelling, reverse demonstrations, proof-of-concept planning and handover to delivery. The playbook gave newer engineers a clear route to competence and gave senior practitioners a shared language for coaching.

Built a Pursuit Desk to bring ownership, consistency and quality to formal responses. Combined a reusable content library, clearer governance and a defined intake and review process so that pursuits no longer relied on ad hoc effort from the most senior contributors.

Established a discipline dedicated to executive alignment, business case development and outcome-led customer conversations. Reframed engagements around measurable value and decision support rather than product tour, sharpening the commercial narrative used at senior levels.

Defined activity taxonomy, workload visibility and utilisation reporting so leaders could see how the team's time was invested. Improved maintenance of planning data and gave managers the information they needed to balance capacity, coverage and coaching.

Shifted the default approach from feature demonstration towards narrative-led conversation grounded in the customer's business. Introduced rehearsal, structured storytelling and Challenger-style methods to sharpen relevance and provoke better executive decisions.

Designed persona-led showcase environments and reusable demonstration assets so teams stopped rebuilding from scratch. Improved preparation efficiency, released senior time for coaching and lifted the visible quality of customer-facing sessions.

Introduced clearer handover standards between sales, solution engineering, consultancy, product and delivery so that customer commitments made pre-sale were honoured post-sale. Reduced surprises for delivery and improved continuity of the customer relationship.

Championed the adoption of demo automation and interactive product experiences to scale customer engagement beyond live sessions. Made high-quality product narrative available to buyers earlier in their journey and to teams without deep product depth.

Reduced RFP response turnaround from approximately five weeks to two weeks while sustaining approximately 30 RFPs per month. Achieved through clearer ownership, governance and reusable content in a Loopio-supported Pursuit Desk model.

Metric ~5 weeks → 2 weeks · ~30 RFPs per month

Rolled Consensus out to more than 250 users across account management, sales and pre-sales, with governance for video-content generation, AI-assisted improvements to narration and production quality, and pursuit-specific demo boards.

Metric 250+ users

Brought structure to competitive intelligence approaches and processes through the acquisition and implementation of Klue as the single competitive-intelligence platform. Established one place, one process and clear ownership for capturing and disseminating intelligence, with curated battlecards and pursuit-specific tailoring linked to individual opportunities and demo boards.

Established a strong back-end support function for the complex configuration and management of cloud demonstration environments, giving customer-facing teams reliable, well-configured environments on which to run showcase engagements.

Created an internship programme that led to successful subsequent employment of interns, opening a durable pathway from early career into permanent roles in pre-sales and consultancy.

Supported third-party technology integrations and partner-led solution development, including SmartLinks digital product passport initiatives with SnapLogic, extending the reach of the platform through partner-delivered outcomes.

Founded and grew the UX organisation from a single designer to a 16-person embedded team spanning research, design and design-system disciplines, giving product engineering a durable design partner at scale.

Metric 1 → 16 people

Set up Stibo Systems' first dedicated UX research capability, embedding user evidence into product decision making across master-data management.

Created an enterprise design system and embedded it into product development, giving engineering and design a shared vocabulary and reusable components across the portfolio.

Directed a clean-sheet redesign for complex master-data management users, unlocking a more coherent experience across the platform.

Led the front-end modernisation away from Google Web Toolkit and Angular towards React and a shared design system, aligning the visual and interaction language of the platform.

Created a cloud-hosted execution environment that allowed developers to host their own algorithms and run them against the PIM and MDM database. Established an extensibility model for customer-specific intelligence and analytical logic, and demonstrated early strategic foresight around intelligent data platforms before AI became a mainstream enterprise topic.