Dave Matthews

Identified impediments, built a strategy, recruited Account Management, and directly approached, presented, negotiated, and signed 7 new channel partners, including AT&T, DISH, NBC Universal, (2 divisions), Comcast, and Deluxe. In the first 6 months, achieved $6M in Channel sales. Honed and developed this process for efficiencies, doubling per deal revenue by the end of 2016. Sales for 2017 tripled first two quarters’ sales and achieved $20M, well exceeding Board level expectations.

● Built the strategic plan for operations and created and implemented the first-ever Client Direct Sales Division within 45 days. To accomplish growth, targeted, recruited, trained, activated, and mentored a high-level sales team that produced
revenue growth averaging 100% annual growth for 7 years (from zero to $48M). As this became the “Gold Standard,” was tasked to duplicate this success and launched 4 additional new divisions; Sales Marketing, Local Business Development, Mobile, &… Show more

● Built the strategic plan for operations and created and implemented the first-ever Client Direct Sales Division within 45 days. To accomplish growth, targeted, recruited, trained, activated, and mentored a high-level sales team that produced
revenue growth averaging 100% annual growth for 7 years (from zero to $48M). As this became the “Gold Standard,” was tasked to duplicate this success and launched 4 additional new divisions; Sales Marketing, Local Business Development, Mobile, & Internet; each of these began to replicate the success;
o Sales / Marketing; Established $4M the first year and more than doubled the second, consistently delivering $12M incremental revenue yearly.
o Local Business Development: Station-based selling generated ~$15M in new business annually. In an effort to bolster sales, conceived a centralized business development strategy. Investigated local Business Development Leaders and eliminated the unproductive while recruiting, training, and mentoring replacements. This led to $21M in revenue in the first year, which grew to $26M in the 2nd. Maintained incremental sales of ~$26M each year since.

o Mobile: To launch the mobile business, identified and secured a relationship with the pre-eminent national, local mobile marketing service provider. Established the baseline and tripled sales 2nd and 33% the 3rd, establishing 30% annual sales growth.

o Internet: The was no Internet Division. Created and implemented new systems and procedures. The results mirrored the results of the Mobile division above (30% annual growth). Show less

● In the wake of the success of the Sportslink initiative (above), identified an opportunity to duplicate that success by creating and developing a strategy to offer clients premium Hispanic sponsorships. Built AdConexion LA, trained the sales and marketing teams, and went to market within 60 days, surpassing all expectations within 6 months. Doubled and tripled revenue each year from then. Today, Adlink Media’s overall value directly results from these efforts.

● Created new revenue reporting systems and designed Growth Playbooks for each of the 8 divisions. Designed data analytics to track individual, team, and division results for coaching and consequences. Created comp plans by division to help change management and behavior. Created revenue initiatives across the Board to address gaps in strengths: outbound and inbound for net new; account management for renewals and incremental; extensive sales training; and awards.

● Redesigned process around high-performance revenue growth with velocity and scale. Implemented and executed Solutions Sales Training to standardize the sales process from Presales, Sales, and AM. Set up 2H21 rev plan and reshaped pre-Covid plans to improve short-term revenue immediately. Specifically, recreated an outreach plan and redesigned new and returning business plans for maximum insights, planning, market intel, and compensation. Identified new business opportunities with the highest… Show more

● Redesigned process around high-performance revenue growth with velocity and scale. Implemented and executed Solutions Sales Training to standardize the sales process from Presales, Sales, and AM. Set up 2H21 rev plan and reshaped pre-Covid plans to improve short-term revenue immediately. Specifically, recreated an outreach plan and redesigned new and returning business plans for maximum insights, planning, market intel, and compensation. Identified new business opportunities with the highest probabilities of partnership. Show less

● I was recruited by the President to create and run Sportslink to enhance profitability and sales trajectory. Initially, stakeholders, the sales force, and the buying community resisted changes, however, sold the concepts within 30 days while establishing go-to-market, rates, materials, and training. I then, recruited, hired, and trained a new sales team, reversing lost revenue potential in 90 days. Within the year, tripled revenue and continued 20% annual growth thereafter. Within 2 years… Show more

● I was recruited by the President to create and run Sportslink to enhance profitability and sales trajectory. Initially, stakeholders, the sales force, and the buying community resisted changes, however, sold the concepts within 30 days while establishing go-to-market, rates, materials, and training. I then, recruited, hired, and trained a new sales team, reversing lost revenue potential in 90 days. Within the year, tripled revenue and continued 20% annual growth thereafter. Within 2 years, management requested this strategy be applied to other divisions. Show less

● Reformed existing teams within six internal Pillars to bring structure/accountability to scaling revenue across all assembly line divisions: Lead Gen (2 teams), Presales; Sales (2 divisions, 5 regions); Customer Success (3 divisions, 5 regions). Elevated two SVPs, created four new VP positions, developed Players/Coaches and built a North American infrastructure.

● Created six internal Pillars to bring accountability and structure to scaling revenue across all assembly line divisions within the revenue organization. Designed compensation plans to evaluate and pay each division according to their specific function: Demand Generation; Sales Planning; Presales; Sales; Customer Success; and Marketing Communications.

● During the 2022 economic downturn, made efforts to grow revenue by 27% against a peer group increase of 0-4%, all while cutting OPEX by 25%. 2023 is currently 25% ahead of ’22 YTD, with a win rate up 10% against industry win rates down 13%. The average revenue per deal has increased by 10%, and renewals have increased from 51% to 69%.

● Q118 results were 184% above Q117, the highest in Grapeshot history; Implemented and executed Global Sales Training to standardize sales process, data, and naming conventions; Set up 1H18 targets and process and institutionalized new business plans for maximum insights, planning, market intel, and compensation. These efforts established a new trajectory, which led to Grapeshot being acquired by Oracle Data Cloud in July 2018.

● Designed a new org structure to improve efficiencies and created more effective sales presentations to fuel demand. Released underperforming sales executives and motivated the team to focus on consultative benefits-focused sales methods. Designed and launched 4 new divisions within 90 days, Client Direct Sales, Sales Marketing, Sales Planning, and re-engineered Agency Sales. Achieved 8X pipeline within 6 months and more than doubled sales in the first year.

● Olympic sales efforts for 2004 (Athens) had failed sales benchmarks. Called upon to lead the effort for the 2008 (Beijing) and 2012 (London) Olympics. Created the execution strategy and redesigned collateral and communications. Established pricing, planning, and infrastructure. Exceeded revenue targets 6 months prior to events. This established Telemundo as a leader in the Olympic partnership. Achieved 75% renewal prior to the London games, setting the tone for growth as London was nearly… Show more

● Olympic sales efforts for 2004 (Athens) had failed sales benchmarks. Called upon to lead the effort for the 2008 (Beijing) and 2012 (London) Olympics. Created the execution strategy and redesigned collateral and communications. Established pricing, planning, and infrastructure. Exceeded revenue targets 6 months prior to events. This established Telemundo as a leader in the Olympic partnership. Achieved 75% renewal prior to the London games, setting the tone for growth as London was nearly sold out before go-to-market. Show less

● Collaborated with the Founder-CEOs and established and implemented a Revenue Business Plan, Sales Playbook, GTM strategy, and Pre and Post Sale Division strategies.

● Promoted and reassigned a manager to lead Presales, offboarded a post-sale leader, and recruited and hired three key personnel in the first 60 days: A high-level Account Manager from ESPN, a seasoned SAAS individual contributor for Sales, and a Marketing Director to lead Demand Generation.