A closer look at one of The 10 Most Remarkable CROs to Watch in 2024
The only way to do grewk is to love what you do.
- Steve Jobs
Transforming Strategies into Revenue
Withtheever-growingbusinessdomain,moreandmoreorganizationsarefinding
waystomaximizetheirpotentialtogenerateprofit.Thisprocesstakeswellcraftedstrategiesandturnsthemintoscalablerevenuestreams.Whenbusinesses identifytheiruniquestrengthsandmarketopportunities,theycaneffectivelyimplement plansthatcatertotheneedsoftheirtargetaudience.
Agoodapproachstartswithknowinghowthecustomerbehaves.Understandingthe interactionbetweencustomersandproductsorserviceshelpscompaniestailortheirofferings morecloselytoexpectations.Itnotonlyincreasescustomersatisfactionbutalsorepeats business,whichisessentialforcontinuedgrowth.
Continuoustestingandoptimizationareanotherimportantelementinthischange.Withthe helpofdata-driveninsights,changescanbeimplementedinbusinessesovertime.Whether it'simprovingwebsitedesignorstreamliningthepurchasingprocess,suchadjustmentsmay leadtoconversionratesand,consequently,revenue.
Effectivecommunicationisonemoreareathatshouldbeapriority.Goodmessaging,which mayhelpinthepromotionofvalueinproducts,canalwayscatchattentionandconnectone withthetargetmarket.Evengoodcontentandcalls-to-actioncanreallyinfluenceone's buyingdecisions.
Adaptationandinnovationarethekeystosuccessincompetitiveenvironments. Acknowledgingagrowthmindsetandexperimentingmeansbusinessescantaketheirraw ideasandtransformthemintolucrativerevenue-generatingventures.Theopportunitiesfor profitabilitywithdevelopingstrategiespavethewayforlong-termsustainabilityand success.
ThelatesteditionofTheCIOWorld,titled "The 10 Most Remarkable CROs to Watch in 2024," featuresleaderswhoareredefiningtheroleofChiefRevenueOfficer(CRO)in today'sdynamicbusinesslandscape.Theseindividualsarenotonlyfocusedonrevenue generationbutarealsoinstrumentalinshapingcustomerexperiencesanddriving organizationalgrowththroughinnovativestrategies.
Haveagreatreadahead!
CIO
Two roads diverged in a wood, and I—I took the one less traveled by, And that has made all the difference.
- Robert Frost
C O V E R S T O R Y
Gil Passos
Top CROs Need Guts to Build Predictable, Limitless MADREVENUE
Christian Stadlmann Fostering Organic Growth and Scaling Businesses to New Heights
John Kemp
Turning Challenges into Conquests
Editor-in-Chief
Deputy Editor
Managing Editor
Assistant Editor
Visualizer
Art & Design Head
Art & Design Assitant
Business Development Manager
Business Development Executives
Technical Head
Assitant Technical Head
Digital Marketing Manager
Research Analyst
Circulation Manager
Mia
Richard
Descrip on Featuring
Aa sh Rathi CRO
Adam Thompson CRO
Brice Testa CRO
Chris an Stadlmann CRO
Gil Passos Partner and CRO
Jerome Houdry CRO
John Kemp CRO
Mark Kalevik CRO
Stu Story CRO
Tim Goodhind CRO
Company Name
1to1help.net www.1to1help.net/
InXpress www.inxpress.com
Odigo www.odigo.com
Anyline www.anyline.com Higra www.higra.com.br
Datawords Gro www.datawords.com
Aa sh Rathi op mizes user support services at 1to1help.net, focusing on enhancing client interac ons and providing effec ve solu ons for diverse needs.
Adam Thompson fosters growth at InXpress by op mizing logis cs solu ons, ensuring businesses can efficiently manage their supply chains and enhance customer sa sfac on.
Brice Testa enhances customer engagement at Odigo, u lizing advanced contact center technologies to improve service delivery and client sa sfac on.
Chris an Stadlmann leads Anyline's efforts in mobile data capture, focusing on integra ng advanced AI solu ons to streamline processes and improve user experience.
Gil Passos drives growth and innova on at Higra, leveraging extensive industry experience to enhance customer rela onships and op mize strategic ini a ves.
Jerome Houdry drives digital transforma on at Datawords Group, focusing on enhancing global marke ng strategies through innova ve mul lingual solu ons.
S-RM www.s-rminform.com
John Kemp champions risk management strategies at SRM, u lizing his exper se to safeguard client interests and navigate complex security challenges effec vely.
U.S. Dermatolog www.usdermatology partners.com
Mark Kalevik leads U.S. Dermatology Partners in expanding pa ent access to quality dermatological care, ensuring a comprehensive approach to skin health.
TCP So ware www.tcpso ware.com FE fundinfo www fefundinfo.com
Stu Story enhances opera onal efficiency at TCP So ware, implemen ng solu ons that streamline workforce management and improve overall produc vity for clients.
Tim Goodhind leverages technology at FE fundinfo to provide insigh ul financial data solu ons, empowering clients to make informed investment decisions.
Passos PartnerandCRO atHIGRA
Gil
Forgetalltheclichés(popularBSs)like,“Iwasbornforthis.”ThebestCROsarethose whostayopentochangeandconstantlythinkoutsidetheboxtobuildconsistent,predictable revenueandachievesubstantialgrowthyearafteryear Whatworkedyesterdaywon’tcutit anymore.Tokeepsucceedinginrevenuegeneration,youneedtostayboldandpush boundaries—comfortistheenemyofprogress.Ifyou’replayinginthebigleagues,aimingto benumberoneinyourniche,youhavetoadoptamindsetwherethere’salwaysroomto improve.Operatingatahighlevelmeansknowingthat“goodenough”neveris.CASE CLOSED.
BeyondInnovation:GilPassosandHIGRA’s LeadershipTeamRedefineRevenueandResponsibility
AsChiefRevenueOfficerandpartneratHIGRAGroup,Gil Passosunderstandsthattruetechnologicalinnovation thrivesnotinisolation,butthroughateam’scollectivedrive towardsharedambitions.UnderGil’sleadership,HIGRA’s Rev_Opsteamapproacheseachchallengeasanopportunity topushtheboundariesofsustainablewatermanagement. Guidedbyavisionthatbalancesenvironmental responsibilitywitheconomicgrowth,theteamviewsthese asinseparablegoals.
Together,theyhavedevelopedover30patents—notjustas atestamenttotheirinnovationbutaspartofadeeper commitmenttoaddressingurgentenvironmentalandsocial challenges.ForGilandhisteam,sustainabletechnology goesbeyondminimizingharm;itinvolvesdesigning systemsthatbuildafoundationforlong-termprosperity.In RevenueOperations,Gilchampionsashiftinperspective: whendepartmentsarealigned,andsalesandcustomer engagementaredrivenbysharedvalues,sustainabilityand profitabilitynolongerstandinopposition.Instead,they becomemutuallyreinforcing,creatingaresilientand forward-thinkingorganization.
AtHIGRA,thepartnersunderstandthattheirtruelegacy liesnotonlyintheproductstheycreatebutalsointheir approachtoprogressitself.Forthem,leadershipisnot aboutindividualaccomplishmentsbutaboutfosteringa collectivespiritthatprioritizesresponsibility.ForGil Passosandhisfellowpartners,technologicaladvancements areultimatelyagiftintendedtoenrich futuregenerations.
“I intend to create a lasting impact by integrating social responsibility with technological advancement, ensuring that future generations benefit from today's innovations.”
FromAmbitiontoImpact:HowGilPassosBeganHis PathinRevenueLeadership
Gilhasalwaysbelievedthattheworldismuchbiggerthan what’srightinfrontofhim.At18,headoptedthemindset thatifdreamingbigordreamingsmalltakesthesame effort,whynotaimhigh?Thisoutlookledhimtopursuea rareopportunity:atechnicalexchangeprogrambetween BrazilandGermany—achancetobroadenhishorizonsand gainnewskills.Buttherewasachallenge:heneeded fluencyinGerman,whichseemedlikeasignificant
obstacle.Still,Gilsawitashisfirstrealtestof determinationandresourcefulness.Withonly30daysto prepare,hededicatedhimselftolearning,transforminghis basicskillsintoadvancedfluency.Intheend,heearnedone ofthetwospots,standingoutamongmorethantenother candidates.
BackfromGermany,Gilwasreadyforarelaxingsummer atthebeach,catchingwavesandunwinding.Butlifehad otherplans.Acallfromafriendchangedeverything, offeringanearlyreminderofthepowerofstrong relationships.RecognizingpotentialinGilthathehadn’t yetseeninhimself,hisfriendsuggestedheexplorearolein salesandrevenuegeneration,recommendinghimfora positionwiththelargestwholesaledistributorinsouthern Brazil.Trustinghis friend’sencouragement,Gildecidedtogiveitashot.
Thatrolewasmorethanjustajob;itopenedawholenew worldforGil.Insales,hediscoveredthateverychallenge wasaninvitationtogrow.Helearnedearlyonthatsuccess wasn’taboutluck—itwasaboutcreatinganddelivering reliableresults.Ratherthanleavingthingstochance,each opportunitybecameasteppingstone,eachchallengea
lesson,andeachsuccessatestamenttohisbeliefthatwith determination,eventhebiggestobstaclescouldbe transformedintomeaningfulprogress.
TheBeginningsoftheHIGRAGroup:AVisionfor
SustainableInnovation
AttheturnofthecenturyinsouthernBrazil,a transformativeideatookflightbetweentwolongtime friends,SilvinoGeremiaandDilceuMoura.Whilegazing outthewindowofaBoeing737,Silvinospottedtheplane's turbineandremarkedtoDilceu,'There’souranswer—our revolutionarynewproduct.'Thismomentsparkedthe creationoftheAmphibiousPump,aninnovativeconcept thatwouldredefinefluidhandlingtechnology
OnOctober30,2000,SilvinoandDilceupartneredwith Silvino'sson,AlexsandroGeremia,toestablish HidrotecnicaGeremia,markingthebirthofwhatwould eventuallybecometheHIGRAGroup.TheAmphibious Pumpwasengineeredtofunctionseamlesslybothinand outofwater,challengingexistingindustrystandardsand pavingthewayforinnovativesolutionsinpumping technology
Drivenbyacommitmenttosustainability,HIGRAhas developedmorethan30patentsinvarioustechnologies, includingvortex pumpsandsubmersibleaerators.Thecompanyhas establishedtwo manufacturingunitsandthreeafter-salescentersthroughout Brazil.
Itsinnovativetechnologieshavegarneredinternational recognition,expandingitspresenceinLatinAmericaand beyond.
HIGRA'smissionwentbeyondtechnologicaladvancement; itaimedtoaligninnovationwithsocialandenvironmental responsibility Thecompanyfocusedonimprovingaccess towaterandpromotingrenewablehydroelectricpower generationinregionswherethese resourceswerelimited.Itscustomizedhydraulicsolutions notonlyaddressedimmediateneedsbutalsofosteredan environmentwhereabundancereplacedscarcity
SustainabilitywascentraltoHIGRA'soperations.The companyprioritizedhigh-efficiencyequipmentforpumping systemsandcleanenergygenerationwhileimplementing practicesthatminimizedenvironmentalimpact.This includedselectinglike-mindedsuppliersandadopting reverselogisticsstrategies.
HIGRA'sinfluenceencompassestheentirewater cycle—rangingfromextractingwaterfromriversfor treatmenttodistributingtreatedwaterandpreventingfloods withdrainagepumps.Itsinnovativeamphibious turbogeneratorharnessesthehydraulicpotentialtogenerate cleanenergy.
Over24years,HIGRAhasmadesignificantcontributions acrossvarioussectors,includingagriculture,sanitation, mining,andrenewableenergy
With over 8,000 pieces of equipment in operation worldwide, HIGRA has established itself as a leader in amphibious pump technology.
Howtoensurealignmentamongrevenuegeneration teams:
Aligningproductdesign,marketing,sales,andcustomer successteamsisachallengethatGilfrequentlyencounters inrevenuegeneration.Thesedepartmentsoftenoperatein silos,eachfocusedontheirownobjectives.Forinstance, theproductdesignteammaydevelopsolutionsbasedon assumptionsaboutcustomersthattheybarelyunderstand.
Whilemarketingprioritizesleadvolume,believingthat increasednumberswilljustifyinvestmentsinbranding, salesteamsoftenfocussolelyonclosingdeals,neglecting opportunitiestobuild deeperrelationshipswithpotentialcustomers.
Tocombatthischaos,ajointeffortisessential.Thefirst step involvesidentifyingstrongleadersforeachteamand fosteringacultureofcollaborationthroughopen communicationandtheexchangeofideas.Engagingteam memberswiththecompany'scultureandvaluesensures thateveryoneunderstandstheirrolein achievingcommongoals.Creatingreplicableandscalable systemsiskeytobreakingdowndepartmentalbarriers.
Breakingdownsilos
Inanotableexampleofbreakingdownsiloswithinan organization,Gilfacilitatedcollaborationbetweenthe ProductDesign,Marketing,Sales,andCustomerSuccess teamsduringtradeshowpreparations.Previously,these departmentsoperatedindependently,eachfocusedsolelyon theirownobjectives.Recognizingthepotentialforamore impactfulcustomerexperience,heinitiatedaunified approach.
Beforethetradeshow,theProductDesignteamcreated customer-centricsolutionstailoredtotheevent'saudience. Forexample,atanagribusinessfair,theydevelopeda floatingpumpplatformdesigned specificallytoirrigatefarmers,meetingtheiruniqueneeds.
Oncethesolutionwasestablished,theMarketingteam createdcohesiveprintanddigitalmaterials.Theyalso designedtargetedcampaignsfortheSalesandCustomer Successteamstoensureconsistentmessagingthroughout theevent.
Atthetradeshow,salesqualificationspecialistsinteracted withvisitors,collectingcontactinformationforfollow-up.
Theinternalsalesteamthenreachedouttothankattendees andaddressanyquestions.Oncesaleswerecompleted,the CustomerSuccessteamtookoverforintegration,upselling, andcross-selling.
Thisintegratedapproachnotonlyimprovedthecustomer experiencebutalsooptimizedinternalprocesses,leadingto increasedsalesandsatisfaction.Theexperiencehighlighted thevalueofpromotingcollaborationbetweendepartments toachieveexceptionalresults.
Promotingcollaborationamongcross-functionalteams:
Topromotecollaborationamongcross-functionalteams, Gilorganizesmonthlyexternaleventsorinformallunches.
Bycreatingarelaxedenvironmentinwhichindividuals fromvariousdepartmentscaninteract,opportunitiesarise forthesharingofideas,fosteringasenseofunitywithinthe revenueoperationsecosystem.
Thissimplepracticehasproducedsignificantresults improvinginternalprocessesandstimulatinginnovation andcreativitythroughouttheorganization.Finally, fosteringacultureofcollaborationleadstobetterresults andstrongerteamworkacrossallteams.
Measuringtheimpactofcollaborationonrevenue growth:
Gilemphasizestheimportanceofmeasuringthe effectivenessofcollaborationindrivingrevenuegrowth throughquantitativeandqualitativemetrics.Hestartsby analyzingfinancialperformanceindicatorssuchassales growth,recurringrevenuegrowth,averageticketsize,and profitmargins,comparingthesefiguresbeforeand afterimplementingcollaborationstrategies.
Healsoexaminesconversionratesandthesalescycleto determinewhethercollaborationbetweenmarketingand saleshasimprovedleadconversionandreducedtimeto closedeals.Inaddition,itmonitorsproductlaunch schedules,assynchronizedeffortsbetweenproduct developmentandmarketingteamscanleadtofastermarket entries.
Customersatisfactionmetrics,suchastheNetPromoter Score(NPS)andchurnrates,arecrucialforevaluatingthe customerexperienceresultingfromcollaborationbetween departments.Internalsurveysmeasureemployee engagement,reflectinghowactivetheteamis.
Gilvaluesdirectfeedbackfromteammembersthrough conversationsandretrospectivemeetingstoidentify successfulstrategies.Forexample,implementingweekly meetingsbetweenthesalesandproductteamsledtoa20% increaseinsalesofaspecificproductinonequarter.By combiningdatawithqualitativeinsights,Gileffectively measuresthecontributionofcollaborationtorevenue growth.
Overcomingresistancetoachieveteamalignment:
Eightyearsago,whenGilbecamesalesdirectoratHIGRA, heencounteredsignificantresistancefromtheinsidesales team,whichwasentrenchedinalimitingmindset.They believedthatsaleswouldnaturallydeclineinthelast quarter,leadingtoaself-fulfillingprophecythatprevented growth.Recognizingthatmerestrategyadjustmentswere insufficient,Gilinitiatedindividualinterviewstouncover therootsofthisbelief.
Identifyingkeyteammembersresistanttochange,hemade thedifficultdecisiontodismissthem,pavingthewayfora newculture.Withnewleadership,theteamredefinedits goalsandbegantoseethelastquarterasanopportunity ratherthanasetback.Thischangeencouragedinnovative thinkingandstrategicdifferentiationinthemarket.
Theresultsweretransformative;salesinthelastquarter matchedthoseofothermonths.Byfosteringan environmentthatvaluedoriginalthinkingandchallenged outdatedassumptions,hedemonstratedthatprogressis
possiblewhenteamsrefusetoacceptself-imposed limitations.Thisexperiencereinforcedhisbeliefinthe powerofchallengingthestatusquotogenerateexceptional results.
Cliente,oalinhamentotorna-sepossível,acelerandoa criaçãoeolançamentodenovassoluçõesparaosdesafios domovimentode fluidos.
Theroleofcommunicationinbreakingdownbarriers:
Gilseescommunicationasacrucialelementineliminating departmentalbarriers.Whenheobservesteamsworkingin isolation,herecognizesthatassertivecommunicationis essentialtofosterconnections.Bycultivatingan environmentthatencouragesopenandtransparentdialog, teammemberscanfreelyshareideas,challengesand successes,whichleadstoinnovativesolutionsandashared senseofpurpose.
Effectivecommunicationisparticularlyvitalwithinthe HIGRAGroup,anecosystemdedicatedtodeveloping revolutionarytechnologies.Byfosteringunderstanding amongtheProductDesign,Marketing,Sales,andCustomer Successteams,alignmentbecomesachievable,accelerating thecreationandlaunchofnewsolutionstofluidmovement challenges.
Improvingteamcollaborationwitheffectivetools:
Gilutilizesvarioustoolstoenhanceteamcollaboration.He findsreal-timecommunicationplatforms,suchasMicrosoft Teams,invaluableforquickandinformalexchanges, effectivelyreducinglengthyemailconversations.Project managementtoolslikeAsanahelpkeepeveryonealigned byenablingteamstovisualizetaskprogressandset deadlines.
Documentcollaborationtools,suchasMicrosoftOffice, enablesimultaneousworkondocuments,promotinginput fromvariousareas.Additionally,acentralizedknowledgesharingsystemlikeNotionservesasacompanywiki, documentingprocessesandbestpracticesforeasyaccess.
Gilemphasizesthatwhiletoolsareessential,fosteringa cultureofcollaborationthroughregularinterdepartmental meetingsandopencommunicationisequallyimportant. Thiscombinationoftechnologyandorganizational practicessignificantlyimprovesteamworkandhelps achievesharedgoals.
Aligningteamsforinnovativerevenuesolutions:
Inearly2024,Gilnoticedadeclineinamphibiouspump salesatHIGRAduetorapidlychangingmarketdynamics. Recognizingtheneedforanewapproach,hereorganized theinternalsalesteamfromproduct-focusedteamsto problem-solvingteams,introducingrolessuchas ApplicationSpecialistsandClosers.
Tofurtherenhancecollaboration,heinitiatedweekly meetingswithbusinessunitmanagers,andmarketingand productteams.Thisledtovaluableinsights:potential customerswereseekingcustomizedsolutions,marketing messageswereoutdatedandtheproductteamhadideasfor unusedfeatures.
Withthisinformation,theProductteamdevelopedwhile Marketingreworkedthemessagestohighlightthese differentiators.Accountexecutivesweretrainedto communicatetheseupdateseffectively
Asaresult,qualifiedleadgenerationincreasedby30%, conversionratesimprovedby25%,andmonthlyrecurring revenuerosebyR$1.5billion.Overallrevenuegrewby 40%injustsixmonths.Thisexperiencedemonstratedthat alignmentandcollaborationbetweenteamscandrive innovationandrevenuegrowth.
Keepingstakeholdersinformedandengaged:
Gilbelievesthatkeepingstakeholdersinformedand engagedisessentialforthesuccessofcollaborative projects.Heprioritizestransparentandregular communication,sharingupdatesonprojectprogress, challenges,andnextstepsthroughmeetingsandinternal platforms.
Activeparticipationisencouraged,withstakeholders involvedinkeydecisionsthroughworkshopsand brainstormingsessions,fosteringasenseofownership.Gil tailorshismessagestosuittheaudience'stechnical knowledge,ensuringclarityandrelevance.
Healsocelebratesachievementsthroughouttheprojectto maintainmoraleandrecognizetheteam'sefforts.Finally,he promotesopenchannelsforfeedback,allowing stakeholderstovoicetheirconcernsandsuggestions, reinforcingtheirintegralroleintheproject'ssuccess.This approachbuildstrustandenhancescollaborationtoward commongoals.
10 Strategies for Revenue Growth
Today,anycompanyislookingforwayson
howtoincreaseitsrevenue.Whetheritisa smallstartup,orawell-established corporation;effectivestrategiesarenecessary whenitcomestosustainablegrowthinbusiness.
Here are the 10 actionable strategies that boost revenue in businesses.
1.UnderstandtheTargetMarket
Revenuegrowthbeginswithanunderstandingof thetargetmarket.Gatheringdataoncustomer preferences,behaviors,andneedsisimportant.By analyzingtheinformationgathered,businessescan adapttheirproductsorservicestobettersuitwhat customerswant.Surveys,focusgroups,and marketresearchcangivemuchinsight.Itwill enablemoreeffectivemarketingcampaignsthat couldleadtomoresales.
2.EnhanceCustomerExperience
Enhancingthecustomerexperienceisalso importantforretainingexistingcustomersaswell asattractingnewcustomers.Companiescando thisinanumberofways-fromensuringthatevery onlineinteractionandin-personinteractionis satisfactoryandpositivetoeverythingfromeasyto-usewebsitestoresponsiveservice.Satisfied customersbecomerepeatcustomersand recommendthebusinesstoothers,thereby increasingtheirrevenueovertime.
3.DiversifyProductorServiceOfferings
Widerproductorserviceofferingcangreatly increaserevenue.Businessescanconsiderwhat otherproductsorserviceswouldcomplementwhat theyofferandlooktoevaluatetheirofferings.This canbenewproductlaunches,bundling,or expansionintorelatedmarkets.Diversificationnot onlyattractsnewcustomersbutalsocompels existingcustomerstospendmore.
4.LeverageDigitalMarketing
Inthedigitalage,appropriateonlinemarketingis importantingrowth.Socialmediause,email marketing,contentmarketing,andpay-per-click advertisingaresomeofthewaysthatcanbe consideredtoreachawidersectionofthemarket. Organizationscandevelopinterestingcontentthat
impactstheirtargetmarket,pullingtraffictothewebsite anddrivingsales.SEOisnecessarytoinvestinsothat thosepotentialcustomerscaneasilytrackthebusiness online.
5.CustomerLoyalty
Buildingastrongrelationshipwithcustomersisthewayto successinthelongrun.Acustomerloyaltyprogramcan encouragerepeatedpurchasesand,hence,revenue.The discount,exclusiveaccess,orrewardsforfrequentbuyers canencouragerepeatedpurchasesfromcustomers.Besides, companiesshouldkeepinteractingwiththeircustomers throughnewslettersorsocialmedia,keepingthemupdated andconnectedtothebrand.
6.NewMarkets
Openingnewmarketscansignificantlyincreaserevenue. Businessexpansionmightbegeographic,targetingother demographics,orenteringacompletelynewindustry Marketresearchis,therefore,paramountinunderstanding theneedsandwantsofthesenewcustomers.Changesin productsormarketingstrategiesaremadetoadapttonew markets,increasingcustomerbaseandrevenue.
7.OptimizePricingStrategies
Effectivepricingstrategiescanhaveasignificantimpacton revenuegrowth.Businessesshouldanalyzetheirpricing modeltoensureitreflectsthevalueofferedwhileremaining competitive.Thismayinvolveadjustingpricesbasedon customerdemand,markettrends,ortheintroductionofnew features.Psychologicalpricing,wherepricesaresetjust belowaroundnumber(forexample,$9.99insteadof$10), canalsoencouragepurchasingbehavior
8.InvestinUpsellingandCross-Selling
Upsellingandcross-sellingcangreatlyincreaseaverage transactionvalues.Upsellingispersuadingacustomerto buyahigher-endproductorservice,whilecross-selling encouragesthemtobuycomplementaryitems.Thiscanbe achievedbytrainingthesalesstafftousesuchstrategies effectively.Forinstance,inarestaurant,orderingadessert oramoreexpensivewinecanincreasetheoverallbill.In retail,suggestingaccessoriesforanitemthatacustomer haspurchasedcanaddtothetotalsale.
9.Harness
DataAnalytics
Dataanalyticsoffersthebusinesswithascopeof identifyinggrowthopportunitiesinthebusiness.
Companiesoughttoharnessdataformonitoringand trackingsalestrends,analyzingcustomerbehavior,and knowingthemarketperformance.Assuch,businessescan knowwhatdecisionstomake,determineareasfor improvement,andcreatefocusedmarketingstrategies. Forecastingfuturetrendsthroughtheuseofpredictive analyticshelpstostayaheadofthecompetitorsandtomake adjustmentsaccordingly
10.EstablishStrategicCollaborations
Strategicpartnershipscanbeapowerfulwaytoenhance revenue.Thisisbecauseotherbusinessesmaybeableto openupnewcustomerbasesforthecompaniesinvolved,as wellascreatesynergiesthatarebeneficialtobothparties. Co-marketingefforts,bundlingofproducts,oreven resourcesharingaresomeofthethingsthatcanbedone.It increasesbrandvisibilityandcredibility,thusleadingto moresales.
Conclusion
Revenuegrowthshouldbeproactive.Byunderstanding theirmarket,enhancingthecustomerexperience, diversifyingofferings,leveragingdigitalmarketing,and implementingstrategicpricingandsalestechniques, companiescanpositionthemselvesforsuccess. Additionally,exploringnewmarkets,utilizingdata analytics,anddevelopingstrategicpartnershipscanfurther propelgrowth.Thekeyliesinstayingadaptableand responsivetomarketchanges,ensuringthatthebusiness remainsrelevantandcompetitiveinarapidlyevolving landscape.Wheneffectivelyimplemented,thesestrategies leadtorevenuegrowthandsignificantbusinesssuccess overtime. CIO
The only limit to our realization of tomorrow will be our doubts of today. , ,
- Franklin D. Roosevelt
Chris an Stadlmann Chief Revenue Officer Anyline
The 10 Most Remarkable CROs to Watch in 2024
Christian Stadlmann
Fostering Organic Growth and Scaling Businesses to New Heights
Contrarytopopularbelief,simplicitydoesnot equatetooversimplificationoralackofdepth. Instead,itinvolvesstrippingawayunnecessary layerstorevealtheunderlyingessence.JustasLeonardoda Vincifamouslysaid,"Simplicityistheultimatesophistication."Inbusiness,simplicityfostersclarity,agility,and effectiveness.Yet,amidstthismazeofintricacy,thereexists aprofoundquestion:Canyouactuallymakethecomplex simple?
ThisquestionhasguidedChristianStadlmann,Chief RevenueOfficeratAnyline,throughouthisillustrious careerinsoftwaresales.Withover23yearsofexperience intheindustry,hispathdemonstratesthepowerofeffective communicationintheever-evolvingrealmoftechnology.
"I'matechnicalguy,"Christianbegins,reflectingonhis rootsinprogramming."ButIlearnedthatI'mnotagreat programmer."Instead,hediscoveredhistruestrengthlayin translatingcomplextechnicalconceptsintoeasilyunderstandablelanguage.Thisinnateabilitytodemystify technologyandelucidateitsbenefitspavedthewayforhis careerinsoftwaresales.
Inanerawheresoftwarewasatthecuttingedge,Christian recognizedtheneedtobridgethegapbetweencomplex technicalinnovationsandnon-technicalbusinessleaders. "Mytypicalcustomershavenotbeenanalyticsexperts,"he explains."ManyoftheCIOsandCTOsI'vesoldsoftware tohavehadnotechnicalbackground."Thus,hisrole evolvedintothatofatechnologytranslator,adeptat conveyingthevalueofsoftwaresolutionstodiverse audiences.
Christian'sjourneyunderscorestheimportanceofeffective communicationinthedigitalage.Hisskillsetliesnotonly inunderstandingtheintricaciesoftechnologybutalsoin articulatingitssignificancetoindividualsfromvaried
backgrounds."IrealizedveryfastthatIhadthisstrength," heaffirms."Translatingtechnologytonon-technical businessleaders—andI'vebuiltmycareeraroundthisskill set."
AsChiefRevenueOfficer,hecontinuestoembodythis ethos,drivinginnovationandfosteringmeaningful connectionsbetweentechnologyanditsusers.Hisstory servesasaninspirationforaspiringprofessionalsnavigatingtheintersectionoftechnologyandcommunication, remindingusthattheabilitytosimplifythecomplexis indeedarareandinvaluablegift.
Duringourdiscussionwithhim,hehighlightedhis approachtomaximizingrevenuegrowth.
Below are the highlights from the interview!
YouserveasChiefRevenueOfficerforAnyline.Whatis Anyline,andwhatdrewyoutojointhecompany?
Anylineisastartupsoftwarecompanyfoundedjustovera decadeago.We’rethemarketleaderinmobiledatacapture; oursoftwaregiveseverysmartphoneordevicewitha camerathepowertoread,interpret,andprocessvisual information.
IjoinedtheAnylineteamtwo-and-a-halfyearsagowhenit wasabout$2millioninrevenue.IwasattractedtoAnyline forseveralreasons.Firstandforemost,ourtechnologyis revolutionaryandhasthepowertochangetheway customersinseverallarge,establishedindustries,like automotive,conductbusiness.
Ibelieveinthetechnologyweofferandwakeupeveryday withtheopportunitytohelptheorganizationprioritize, scale,andincreaserecurringrevenue.Ithastrulybeena dreamopportunityforme.
WhatmotivatesyouinyourroleasAnyline’sChief RevenueOfficer?
Inmyrole,IamaprivilegedmemberoftheAnylinesenior leadershipteam,whichmeansIhavetheopportunitytoset organizationalgoalsandhelparticulatestrategicplansto influenceresultsforourteamandourcustomers.I'm somebodywholooksatourCRMsolutioninthemorning, andI’msuperproudthateverythingisworkingdiagnosticallybecauseIknowwhatthatmeansforourcustomers andourcompany.I’mverymotivatedbyputtingourplans inmotionandseeingthingshappenaccordingtohowwe’ve planned.
Howdoyouapproachbuildingandleadinghighperformingsalesandmarketingteams?
I'mabigbelieverthatsalesandmarketingmustworkhandin-handinanyorganization.Salesrequireaverydifferent skillsetfrommarketing,andviceversa,soIbelievethat youmustbuildasalesandmarketingstructurethat empowerspeopletousetheiruniquetalentsandwork togethertobringoutthebestinoneanother
Forexample,ifyouhavesomeonewhoisnotthatdeepin thetechnicalaspectsofasoftwareproductbutthey’rea goodseller,it’saleader’sjobtohelpthemworkwiththe technicalteamwhocansupportandteachthem.Justlikeif
My strength is communica ng about technology and making it easy for someone to understand how a par cular technology works and its benefits.
youhaveatechnicalpersonwhotendstojumpquicklyinto deepdiscussionsaroundtechnologies,youmusthelpthat personknowhowtoaddressC-levelleadersandspeak aboutthebroaderaspectsofbusinessandindustry
Iusethissameapproachwithsalesandmarketingteams.I assessthetalentIhaveineachgroupandthenhelp everyoneusetheirtalentstodeployandscalethemodel we’rebuilding.
Canyouhighlightaspecificchallengeyou'vefacedin maximizingrevenuegrowth?Howdidyousuccessfully navigateit?
Onesignificantchallengeindrivingrevenuegrowthis navigatingcustomerengagementstouncoverdeepervalue. Inarecentproject,ratherthanofferinganimmediatequote basedonthecustomer'sinitialrequest,weoptedfora consultativeapproach.Wespentweeksunderstandingtheir broaderbusinessneedsandobjectives.Thisdeeperdive allowedustoproposeasolutionthatwassignificantlymore comprehensiveandvaluable,pricedfivetimeshigherthan whatmighthavebeensuggestedinitially.
Thekeytooursuccesswasn’tjustinofferingaproductbut indemonstratingthetangiblevalueandstrategicadvantage oursolutioncouldbringtothecustomer'soperations.By articulatingthisvalueeffectively,thecustomerwasnotonly willingbuteagertoinvestatthehigherpricepoint.This approachturnedastraightforwardsalestransactionintoa strategicpartnership,leadingtoamoresatisfiedcustomer andasubstantialincreaseinrevenue.Ithighlightsthe powerofvalue-basedselling:focusingonthecustomer’s successasthepathwaytoourown.
Whatstrategiesdoyouemploytofostercollaboration betweensales,marketing,andotherrevenue-related departments?
I’mabigbelieverthatit’sbestpracticeforsalesand marketingtoreporttooneC-levelleaderinacompany.In previousrolesatotherorganizationswhereIonlyhaddirect accountabilityforsales,welostalotoftimehaving discussionswiththemarketingteam,debatingwhy marketingwasnotproducingenoughleads,andaskingif theywereusingthesameleadqualificationprocessesas sales.
AtAnyline,oursalesandmarketingteammembersreport directlytome,andithascreatedalotofefficiencyand claritythatallowsustomovefaster.Wehavecommon goalsandoperateasaunitedteam.It'saboutgoalsetting, aligninggoals,andtransparenttrackingagainstthosegoals. Operatingasonesalesandmarketingteamandreportingto thesameleaderhelpswiththat.
Canyoushareamemorablesuccessstorywhereyour revenue-focusedinitiativessignificantlycontributedto theorganization'soverallsuccess?
WhenIjoinedAnyline,wehad$2millioninrecurring revenue.SinceI'vebeenhere,we’vemorethanquadrupled thisinjusttwoyears,whichhasmadeusamultimilliondollarcompany Thissuccessisdirectlyattributedtoour strongplanningprocessandourcommitmenttounderstandingourcustomers’businessesanddeliveringmobiledata capturesolutionsthathelpthemimprovesafetyand efficiencyandreducethecostandcomplexityofanalog processes.
Mytenureataformercompanyfurtherunderscoresmy capacityfordrivingexponentialgrowth,whereIwas instrumentalincatapultingrevenuesfrom$30millionto over$500millioninsevenyears.Thiswasaccomplished bylisteningtothemarket,architectinganorganization capableofscalingeffectively,andtransitioningazeromarginbusinessintoahighlyprofitableventurewith70% margins.Myapproachfocusedonsharedservices, prioritizingcustomersuccessandretention,whichexceeded 90%,andsimultaneouslyexpandingourcustomerbase fourfold.Myinvolvementinovertensoftwareacquisitions, withthelargestexceeding$450million,showcasesmy strategicacumeninfosteringorganicgrowthandscaling businessestonewheights.
Theseexperienceshighlightmycomprehensiveexpertisein drivingsignificantrevenuegrowthandimplementinghighmarginmodels,contributingprofoundlytoorganizational success.
WhatadvicewouldyougivetoaspiringChiefRevenue Officerslookingtoexcelintheirrolesandcontributeto organizationalsuccess?
ToexcelasaChiefRevenueOfficer,focusonbuildinga strongteam.Successhingesonaligningtalentwithrolesthat matchtheirstrengths,fosteringanenvironmentwhereeach membercanthrive.Avoidforcingfits;instead,leverage individualstrengthstodriveorganizationalsuccess.CROs shouldinvestinbuildingateamwhereeverymemberis positionedtothrive,andthey'llhavethefoundationto navigateanychallengeandseizeeveryopportunity.
Whataresomeofyourproudestprofessionalachievements?Haveyoureceivedanyhonorsorawards?
WhenIstartedmysalescareerasasoftwareengineer,I startedworkingimmediatelyonprojectswithcustomers. Soonafter,ourcompany’ssalesmanageraskedmetojoin hissalesteam,andinthefirstyear,Iwasrecognizedas “RookieoftheYear,”generatingmorerevenuethanour mostexperiencedsenioraccountmanageratthetime.Istill countthatasoneofmyproudestachievements.
Ialsohaveareminderathome.aglassstatuefroma customerIreceivedafterwefinalizedamillion-dollardeal. ItwasthebiggestdealIhadeverhad.Whatmadeiteven morespecialwasthatthecustomerpersonallygavemethe awardandthankedmeforourworktogether.Closingabig dealfeelsgreat,butthegreatersatisfactioncomesfrom knowingyourworkismakingarealdifferencetothe customerandtheirbusiness.
Best Practices for CROs in Revenue Management
TheCRO,orChiefRevenueOfficer,isarolethathas
becomeincreasinglycriticalandmoresignificant daybyday.Becausehecoordinatesseveral departmentsformaximumrevenuegeneration,theCRO willbecrucialinformulatingacompany'ssuccessatthe financiallevel.Forthisreason,properrevenuemanagement requiresstrategicpositioningbyunderstandingthemarket, consumerbehavior,andinternalsystems.Someofthebest practicesthatwillmakeanydifferenceforanyCROare ensuringsustainabilityingrowthwithinhisorganizations, asdiscussedbelow:
UnderstandtheLandscape
Gettingdeepknowledgeofthemarketlandscape,analyzing trends,competition,andpotentialareasofopportunityfor growthisthefirststeptowardsefficientrevenue management.Inreturn,athoroughmarketanalysiscan provideinvaluableinformationintermsofcustomer preferenceandbehavior ACROcanpositionthecompany bettertotakeadvantageofemergingopportunitiesby identifyinggapsinthemarket.
MonitoringthecompetitionalsoenablesaCROtopredict markettrends.Thisknowledgewillassistindeveloping strategiesthatnotonlyrespondtocurrenttrendsbutalso pre-emptpotentialchallenges.Inthisregard,toolssuchas marketresearchreports,customerfeedback,and performancemetricscanbeused.
EstablishingaData-DrivenCulture
Withinformationbeingtheage,thishasendedrelianceon intuition.CROshavetoinculcateaculturethatencourages decision-makingbasedondata.Throughanalytics, companiescanunderstandtherevenuestreamsbetterand seewhichoftheproductsorservicesmakethemostprofit. Suchdatawillalsohelpthemunderstandbuyingpatterns, thusdirectingmorefocusedmarketingandsalescampaigns.
Robusttoolsfordataanalyticsneedtobeinplace.These enablethetrackingofkeyperformanceindicatorsinreal time,thusallowingthemtoregularlyreviewdataonwhich theCROcanthenmakeadjustmentsonpricingstrategies andpromotionalcampaigns,salesapproach,etc.Revenue improvementswillthereforeresult.
CoordinatingTeamsforMutualCollaboration
Foreffectiverevenuemanagement,interdepartmental collaborationisinevitable.TheCROneedstoensurethat sales,marketing,finance,andcustomerserviceteamsall areworkingtowardacommonobjective.Commongoals canavoidsilos,therebyhelpingpreventrevenuegrowth obstruction.
Technologicalcollaborationintegrationcanalsoincrease alignmentonthisaspect.Forinstance,aCRMwillhelpin givingateamaviewofhowtheyinteractwiththe customershenceeasilyworkingtogetherinseamless integration,allworkbeingalignedthusmakingthe
experienceforcustomersmoreenhancedandincreasing theirrevenues.
CustomerExperienceEnd
Revenuemanagementisheavilybasedoncustomer experience.Incaseofapositiveexperience,customersare satisfiedandremainrepeatbuyersandbrandpromoters.So, everyCROshouldcreateagoodexperienceatallthe touchpointsofacustomerjourney.
Improvementofservicesorproductsisthroughthe comprehensionofthecustomer'sfeedback.Through surveys,reviews,anddirectinteraction,therecanbeinsight intoareasneedingenhancement.Acompanycanenhance loyaltyandincreasethelifetimevalueofeachcustomerby cateringtotheneedsandconcernsofthecustomers.
Inaddition,personalizationofmarketingandsales approacheswillalsohelpsignificantlyenhancecustomer experience.Personalizedcommunicationsandoffersbased onindividualpreferencesareunderstoodbycustomers,and thustheyarevaluedandaremorelikelytoengagewiththe brand.
AdjustingPricingStrategies
Pricingisakeycomponentofrevenuemanagement.The CROmustexaminethepricingstrategyinorderto materializeitasitreflectstheactualmarketsituationand whatcustomersconsidervaluable.Flexiblemodelsin pricingwillhelpachievethemostoptimizedrevenue opportunity
Forexample,companiescantestdynamicpricing,which variesaccordingtodemand,competition,andotherfactors. Thiswouldallowthecompanytooptimizepricingatpeak timeswhileremainingcompetitiveatslowertimes. Bundlingproductsorservicesalsogivescustomersabetter valuefortheirmoney,encouragingthemtospendmore.
Thestrategiesshouldremainrelevantbyregularlyassessing competitorpricingandmarkettrends.CROsshouldnot hesitatetomakechangeswhentherearesignificantchanges inthemarket,ensuringthatpricingremainsattractiveto customerswhilemaximizingrevenue.
AdoptingTechnologySolutions
AnotherbestpracticeforCROsisleveragingtechnology Advancedsoftwaresolutionscanstreamlinerevenue managementprocesses,enhanceforecastingaccuracy,and automateroutinetasks.Forexample,revenuemanagement
systemscananalyzedataandgenerateinsightsthatinform strategicdecisions.
CRMtoolsareanexcellentinvestmentinthemanagement ofcustomerinteractionandgettingtoknowtheirneeds. Marketingautomationtoolwillbehighlyhelpfulin campaignsthatwillbetargetedandcarriedtotheright peoplewiththerightmessageattherighttime.
Byembracingtechnology,CROscanfreeupvaluabletime forstrategicthinkingandinnovationratherthangetting boggeddownwithmanualtasks.Additionally,technology canhelpidentifynewrevenuestreamsandimprovegeneral efficiencyinoperations.
ContinuousLearningandAdaptation
Thebusinessenvironmentisconstantlychanging,soCROs mustcultivatethemindsetofcontinuouslearningand adaptation.Stayingontopofindustrytrends,emerging technologies,andshiftingconsumerbehaviorwillhelpone stayaheadofthecompetition.
Agoodlearningenvironmentcanbeenhancedby participationinindustryconferences,professional networks,andencouragementofmemberstopursue education.Notonlydotheyhelpinskill-buildingbutalso preparetheorganizationinbetterhandlingchangesinthe marketplace.
Conclusion
Therefore,anincumbentChiefRevenueOfficerplaysa morenuancedrolerequiringastrategicperspectivetowards managingrevenues.Forinstance,aCROcouldhelpin significantlyboostinganorganization'ssuccessbasedon theabilitytofocusuponmarketunderstanding,data-driven practices,cross-departmentalcollaboration,customer experience,adaptablepricing,andtechnologyintegration withcontinuouslearning.
25 Years of Sales Mastery Across Diverse Industries!
Doyoueverfindyourself stumblingintoacareer,onlyto realizeit'swhereyoutruly belong?ForJohnKemp,Chief RevenueOfficeratS-RM,hisjourney intosalesbeganasamere happenstanceaftercompletinghis education.Littledidheknowthenthat itwouldbecomethecornerstoneofhis professionallife.Overthepast25 years,hiscareerhastraversedvarious realmsofsales,salesmanagement,and leadershiproles,spanningindustries fromcommercialradiotoconsulting services.
Withawealthofexperienceunderhis belt,includingstintsinnetworking, telephony,videoconferencing,and cyberintelligenceservices,John's passionforsalesstemsfromthe dynamicnatureoftheindustry."Ilove workinginanindustrythatevolvesand growsdaily,helpingclientsmitigate riskandrespondtothreats,"heshares.
Throughouthiscareer,hehashoned hisskillsinnavigatingtheeverchanginglandscapeofsales,adapting tonewtechnologies,markettrends, andclientneeds.Histenureincyber andintelligenceservices,spanning overeightyears,hasequippedhim
withinvaluableinsightsintomitigating risksandaddressingemergingthreats.
AsCRO,Johnbringsawealthof knowledgeandexpertisetothetable, drivingrevenuegrowthandstrategic initiativesforthecompany.His dedicationtounderstandingclient requirementsanddeliveringtailored solutionsunderscoreshiscommitment toexcellenceinsalesleadership.
Inaworldwheresalesareoften viewedasatransactionalpursuit,his journeyservesasatestamenttothe transformativepowerofembracing one'scareerpathwholeheartedly. Throughdedication,resilience,anda passionforcontinuouslearning,John exemplifiestheessenceofsuccessful salesleadershipinanever-evolving businesslandscape.
Below are the interview highlights:
Canyoupleasebriefusaboutyour companyanditsinceptionstory?
S-RMstartedasSalamancaRisk Managementin2005asmallsecurity consultancybasedinLondon.The currentCEO,HeyrickBonGunning, joinedin2007,andby2011,whenthe corporateintelligencepracticewasset up,theannualrevenuewasover£5 million.Growthcontinuedwithoffices
openinginCapeTownandRiode Janeiroin2014,thesameyearthe cyberpracticestarted.In2015,S-RM’s directorsledamanagementbuyout fromtheSalamancaGroup.Today,SRMhasover450staffacrossten officesincludingNewYork, Washington,HongKong,and SingaporeandKualaLumpurwhich justopenedearlierthisyear.
Whatmotivatesanddrivesyouin yourroleasaChiefRevenue Officer?
Myfocusisontheend-to-endclient journey,themessagingourbusiness putstomarketthatpiquestheinterest ofaprospectiveclient,howthey initiallyengagewithus,alltheway throughtothedeliveryofthe engagement,andthefollow-uponce wehavecompletedourproject.Getting thisrightanddeliveringaworld-class servicethatensuresinitialcustomers becomelong-termstrategicclientsis whatmotivatesmetopushharder daily.Equally,buildinganenvironment whereteamscaninnovateandwork togethertoachievecollectivesuccess issomethingIgetakickfromcreating anddriving.
Howdoyouapproachbuildingand leadinghigh-performingsalesand marketingteams?
Thekeythingformehasalwaysbeen tohireonpotential,createan environmentwherepeoplecan develop,learn,anddrivegrowth opportunitiesfortheircareer progression,andaidtheminachieving personallifegoals.Sellingisateam sport,soIalwayslooktobuildteams withpeoplewhoarecollaborative andcanworkwellwith othersratherthanthe heavy-hitting‘lone wolf.’I’vebeenlucky tohavesomesuperb mentorsinmy career,andsoI havealways lookedtocreate
Building an environment where teams can innovate and work together to achieve collective success is something I get a kick from creating and driving.
John Kemp Chief Revenue Officer S-RM
stronglearningopportunitiesforjunior membersoftheteam.Ibelievehaving amentorwhoisn’tyourdirectline managerbutissomeonewhohasa wealthofexperienceishugely beneficialforindividualdevelopment andmotivation.
Canyouhighlightaspecific challengeyou'vefacedin maximizingrevenuegrowthandhow yousuccessfullynavigatedit?
Theglobalpandemicwas,ofcourse,a strangetimeforanysalesorganization. LosingFacetimewithclientsand internalteamsmeanteveryonehadto lockinandworkthatlittlebitsmarter forsuccessthroughthisperiod.I endeavoredtocreateanenvironmentin whichtheteamsnotonlyconnectedfor businesstalksandplanningbutalso createdtimethatwouldhaveordinarily beenspentoncoffeebreaksorkitchen chatssothatthefeelingof“team”was notlostdespitetheremotenatureof eachcommunication.Wesuccessfully grewandoutperformedthebudgetin eachregionthroughthisperiodand strengthenedmanyclientrelationships, oftengainingmorepersonalinsight intotheirlivesoutsideoftheoffice.To supportthis,designingandmanaginga strongcollaborativeprocesswaskey. Makingpeopleaccountableforactions andfollow-upsandtrustingthemto performwhilelookingaftertheir personallivesandhomeenvironment enableduscollectivelytooutperform targetsthroughthisstrangeand disturbingtime.
Whatstrategiesdoyouemployto fostercollaborationbetweensales, marketing,andotherrevenuerelateddepartmentswithinthe organization?
Ibelieveasingle-teammindsetiskey tosuccessacrosssalesandmarketing functions.Regularteamsessionswhere theagendaisdrivenbyeveryone,with openandhonestdiscussionsthat encourageideas,feedback,andan opportunitytoreflectonwhatweare
doingwellandwhatwecanimprove. Creatinganenvironmentwhere everyoneintheteamhasavoiceanda chancetocontributetothedirectionis keytodrivingstrongcross-divisional collaboration.
Howdoyoustayinformedabout industrytrendsandtechnological advancementsthatcouldimpact revenuegeneration?
Iusesocialfeeds,insights,and newsletterstokeepuptodatewith industryshifts,butIamalsoanactive memberofseveralnetworkinggroups whereweshareideasandlived experienceswithotherrevenueand customersuccessleaders.
Inyourexperience,whatroledoes customerfeedbackplayinshaping revenuestrategies,andhowdoyou incorporateitintodecision-making?
Gatheringcustomerfeedbackis essentialinsalesandwiderbusiness decision-making.Adisciplined approachiskey—consistently collectingdata,monitoring,and analyzing.Aftereverycompletedclient project,weaskforfeedback,weruna broaderannualclientsurvey,andwe gatherengagementacrossall marketingeffortstoo.Thatgivesusa greatpictureoftheclientandfeeds intoourplanningcycle.AndI encouragemyteamtohonetheir listeningskillstoo,becauseweneedto understandtheissuesclientsarefacing tohelp.
Canyoushareamemorablesuccess storywhereyourrevenue-focused initiativessignificantlycontributed totheorganization'soverallsuccess?
Inlate2019,IjoinedaUSorganization pushinganewpracticeintotheUK market,togrowfrom£5millionto£50 millioninrevenuein5years.My initialfocuswasonhiringandenabling aregionallydispersedteamtomap ontoourclientsacrosstheregion, hiringacrosstheUK,France,Benelux,
Dubai,Spain,andItaly.Overthe comingtwoandahalfyears,we collectivelygrewrevenuesclosetothe initial5-yeartargetbygivingour clientscareandattention,strategically analyzingourrevenueopportunitiesin eachaccount,anddrivingaculture where"team"wasthedrumbeatweall workedto.
Howdoyoubalancetheshort-term goalsofmeetingrevenuetargetswith thelong-termstrategyfor sustainablegrowth?
Inagrowingbusinessthatisoperating againstachallengingeconomic backdrop,beingagileandadaptableto changeiskey.Workingwithasolid leadershipteamthatdiscussesand alignsstrategywithacleardirection andplanhasenabledustoflextothe needsofthebusinessaccordingly.For me,havingclarityonmylong-sighted visionandthenbreakingthisdowninto bite-sized,achievablegoalshasbeena wayformetoensureshort-termgoals alignwiththelongerstrategy.
Whatadvicewouldyougiveto aspiringChiefRevenueOfficers lookingtoexcelintheirrolesand contributetoorganizationalsuccess?
Focusonsupportingthesuccessof others,leadwithempathy,leadby example,neverstoplearningand listening,beconsistent,thinklikea CEO,stayhungry,andfinally,bea masterofyourtimeallocation.
Couldyoupleaseletusknowabout anyhonorsorawardsyouhave receivedthusfarinyourprofessional career?
I'vewonnumeroussalesandsales managementawardsacrossmycareer, from“DealoftheYear"to“Top1%,” “ManageroftheYear,”andvarious winnerscirclesandpresidentsclubs.
Success consists of going from failure to failure without loss of enthusiasm.
- Winston Churchill
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