Challenge:

PropertyMe is the market leader in Australian property management software, and it knows it. Strong product, a loyal customer base, and the kind of retention most SaaS founders only dream about. Then private equity arrived, a new CEO took the chair, and the board set a sharper growth target.

That raised the most honest question in SaaS: how do you put your foot on the accelerator without ripping the steering wheel off? The product-market fit was already there. What the business needed was a go-to-market engine deliberate enough to match the ambition.

My Actions:

Ran a four-week Revenue Engine Baseline (REBA) to find the highest-impact gaps across pipeline, people, process and performance, grounded in the company’s actual numbers.

Replaced gut-feel forecasting with an evidence-based sales methodology and a regular deal-inspection rhythm.

Facilitated an leadership off-site to help the executive team define their company Vision, Mission, Values & Purpose.

Defined a focused Ideal Customer Profile and two priority growth plays, so the team could stop boiling the ocean and start winning the accounts that matter most.

Scoped and supported the key hires, starting with a Head of Revenue Operations, to put the right people in the right seats for the next stage of growth.

Identified AI automations across sales, onboarding and customer engagement to lift efficiency without adding headcount.

Set a monthly sprint cadence with the leadership team, each sprint tied to a single agreed outcome instead of a long wish-list.

Results:

A clearly defined ICP and two prioritised plays, bringing precision to targeting, qualification and messaging, including a significant cross-sell opportunity inside the existing customer base.

The end-to-end revenue process redesigned with clear ownership, handoffs and measurement. The engine, documented.

A concise management reporting pack and weekly operating rhythm, giving the CEO and board a reliable read on the business.

A churn and downsell early-warning system, turning a quiet retention leak into something the team can see and act on.

A leadership team aligned on a prioritised, measurable growth agenda. A roadmap the new CEO can run, not a wish-list to inherit by accident.

The Challenge:

An underperforming region missing forecast consistently. With 0 deals over $1M & with Japan contributing only 10% of regional revenue

My Actions:

Upscaled 60% of the underperforming regional sales leaders through strategic promotions, with key external enterprise-capable executives

Completely rebuilt the Japanese team with methodology-focused professionals with an enterprise background

Implemented MEDDICC across all markets

Activated partnership ecosystem with PwC, Deloitte and NTT Data

Results:

40% ARR growth across APAC in 18 months

Created 10 accounts each worth $1M+ ARR (from zero)

Japan grew to almost 3x to deliver 25% of regional revenue

Coached the Japanese team to close $5.1M deal - largest in APJ history

Challenge: Stuck in transactional model with $15K average deals, unable to compete at enterprise level

My Actions:

Upscaled 50% of transactional regional leadership team and promoted strategic managers.

Introduced "Big Deal" programme with different compensation model focussed on long term business

Built relationships with Deloitte and PwC

Implemented systematic deal inspection process (MEDDIC)

Results:

Closed $9.6M deal - the largest in APJ’s history

Transformed regional selling motion from transactional to strategic

Created sustainable enterprise pipeline

Elevated market perception from vendor to partner

Challenge: Need to build specialist cloud sales capability across diverse APAC markets

My Actions:

Built comprehensive partner ecosystem with GSIs and regional partners

Developed local portfolio team while maintaining global standards

Created unified GTM motion across 7 markets

Established thought leadership position in the market leveraging industry specialists and thought leaders

Results:

Grew to $120M ARR - APAC's largest cloud business unit

Achieved market leadership position

Built sustainable talent pipeline

Created reference customers across all markets

Challenge: Transform Oracle's SaaS business from tactical $15K deals to enterprise-grade solutions during global financial crisis

My Actions:

Reenergised an underperforming team while maintaining customer relationships

Repositioned from small tactical sales to enterprise opportunities in major accounts

Implemented structured forecasting and opportunity management processes

Built focused programs for public sector and financial services

Results:

Achieved 100% revenue growth while restructuring and growing the team

Secured the largest CRM OnDemand deal at $2M+ (from previous $15K average)

30% of reps achieving 160%+ of quota by Q3

Closed $6.4M Vodafone transaction during economic uncertainty

Challenge: Lead cloud-based M&A technology in highly regulated financial services market with $19 trillion in transactions at stake

My Actions:

Introduced MEDDICC methodology for deal inspection and accountability

Built strategic partnerships with major law firms, hedge funds, and PE firms

Focused expansion on private investment markets and M&A sectors

Established new enterprise corporate development relationships

Results:

Achieved P&L success for largest region within APAC theatre

Penetrated previously inaccessible private equity markets

Created repeatable sales process for complex financial services

Established market leadership in virtual data room technology

Challenge: Navigate major acquisition integration while maintaining sales momentum and team performance

My Actions:

Focus on Ascential Software acquisition by IBM and subsequent integration

Maintained customer relationships during organisational uncertainty

Focused on major account development in strategic sectors

Built relationships across financial services, telecommunications, and media

Results:

Won Asia Pacific Account Executive of the Year (2005)

Achieved 150% of quota and 120% of FYTD license goal

Secured major wins: Ergon Energy ($500K+), News Ltd ($500K+), St George Bank ($750K)

Successfully transitioned customers through acquisition complexity

Challenge: Market complex data integration and ETL solutions when businesses didn't yet understand the value of data

My Actions:

Led APJ marketing during critical VMark and Unidata mergers

Educated market on emerging ETL and data warehousing concepts

Built awareness for DataStage as business intelligence enabler

Developed partnerships across diverse Asian markets

Results:

Established DataStage as market-leading ETL solution in an emerging global market

Assisted in creating the foundation for the eventual $1.1B IBM acquisition

Built marketing playbook for complex technical solutions

Developed go-to-market strategies still used today