I fix APAC regions, then hand them back.

The Pattern That Defines My Work

The pattern is the same every time, across Alteryx, Zendesk, Salesforce, Oracle and IBM. Diagnose fast, make the hard people calls early, then grow.

Three things I bring that a US transplant doesn't

I get hired when a region is broken.

Zendesk: average deal size from $15K to $150K, including a $9.6M contract, the largest in the region's history.

Alteryx: 40% ARR growth, having replaced 60% of an underperforming leadership team.

Oracle CRM OnDemand: 100% revenue growth, after moving on half the underperformers and promoting the managers worth keeping.

Salesforce: built APAC's largest cloud business unit at $120M ARR.

Broken is the brief. I'm not much use when everything is already working.

Six markets, each its own animal. I've carried a number in every one.

  • Japan: grew it from 10% to 25% of regional revenue, rebuilt the team, and moved decisions through nemawashi so the meeting only ratified what was already agreed.

  • Korea: read the hierarchy and earned jeong before expecting a decision.

  • India: scaled through partner networks across a genuinely varied market.

  • Southeast Asia: a hub-and-spoke model across eleven markets.

  • Greater China: held global standards while the guanxi got built locally.

  • ANZ: enterprise adoption in heavily regulated markets.s

I don't just know these markets. I've transformed businesses in each of them.

Sales is where the problem shows up. The fix usually runs through marketing, success and partnerships too.

  • Methodologies (MEDDICC, TAS, SPICED) that actually stick.

  • Partnerships that end up driving 40 to 60% of revenue.

  • Develop the talent worth keeping, move on to the rest.

  • Sales, marketing, customer success and partnerships connected into one engine.

  • None of it holds if you only paper over the sales number.

  • Heading (replacing "40%+ Growth Isn't Lucky, It's Systematic"):

  • Why it keeps happening

40%+ Growth Isn’t Lucky, It’s Systematic

My Consistent Track Record

What it means if you hire me

  • Lower risk: I've run this exact play several times.

  • Speed: there's a playbook, so we skip the first six months of working it out.

  • Cultural fluency: I keep you out of the expensive market-entry mistakes.

  • Durability: the engine outlasts the engagement.

  • Relationships: mine become yours, the partners and the buyers both.

A table comparing various metrics related to achievement and frequency, including Average ARR Growth, Deal Size Transformation, Enterprise Account Development, Team Performance, Customer Retention During Change, and Partner Revenue Contribution, with respective achievement ranges and time frames.
Table comparing different industry approaches with a focus on transformation, regional markets, expertise, industry timeline, methodology, network effect, and success pattern.

The 18-month shape, roughly

Months 1-3: Diagnose and Design

  • Audit every deal in the pipeline

  • Assess every team member

  • Map the real buying process

  • Design transformation roadmap

Months 4-6: Decisive Action

  • Implement enterprise methodology (MEDDICC)

  • Launch "Big Deal" programme

  • Activate partner ecosystem

Months 7-12: Build Momentum

  • First enterprise wins validate the approach

  • Partner ecosystem generates pipeline

  • Performance culture takes root

  • Predictable patterns emerge

Months 13-18: Scale and Sustain

  • Enterprise pipeline becomes predictable

  • Average deal size expands 10x

  • Sustainable growth engine established

  • Leadership succession planned

The Key: Move fast on people decisions. Every month you wait costs you three.