Change Behavior. Drive Revenue.
Work Sample: Role-Based Onboarding
From Day One to Year One: The EMC Case Study
Description: The EMC Case Study examines how a global, role-based onboarding strategy transformed the first-year experience for EMC Presales new hires. Designed around defined milestones, practical application, and progressive skill development, the program combined foundational learning with three immersive workshops focused on culture, communication, and technical proficiency. The result was a more capable, connected, and confident Presales organization. Learning engagement increased from 60% to 95%, retention rose from 74% to 90% within two years, and Sales reported stronger partnerships, larger deals, and higher win rates. This Brandon Hall Excellence Award winning program demonstrated how onboarding, when actively managed as a business strategy, can strengthen performance and scale a high-performing sales culture.
Work Sample: Field Readiness Executive Consulting Brief
Change Behavior. Drive Revenue.
Field Readiness Operating Model
Description: This executive consulting brief addresses a common challenge in a complex, fast-moving global organization: competing readiness demands are exceeding available capacity, while fragmented processes, communications, and measurement make it difficult to prioritize work and sustain field adoption. The brief presents an integrated operating model for structuring, sequencing, governing, and measuring Field Readiness priorities.
Work Sample: Enablement Case Study
Change Behavior. Drive Revenue.
Shifting Enablement from Product Knowledge to Structured Discovery and Qualification
Description: A global technology company introduced a new as-a-Service portfolio that changed both what the company sold and how sellers needed to sell it. The business also created a new enablement function to support the portfolio, new sales motions, and more complex customer conversations across 5,000+ GTM roles. Sales were not progressing as expected. Qualification was weak, deals remained small, and sellers often continued selling traditional infrastructure because they were more familiar with the products and compensation model. I led the enablement strategy and shift from product-centric training to a structured discovery and qualification system embedded into normal sales workflows and leadership operating rhythms.