Randy Seidl

CEO at Revenue Acceleration,

Top Talent Recruiting

1. Strategic Planning and Tactical Execution, within the Budget: 
-assess and evolve culture to align with vision and goals
-create strategic priorities that are aligned throughout the business
-identify tactical goals needed to exceed the plan
-properly align resources to support what’s needed for the operational execution to grow and scale
-get candid feedback internal/external and develop scorecard on where improvements are needed
-overall GTM (direct and indirect) strategy and priorities aligned with product roadmap and customer feedback loops
-be clear on what not going to do and de-prioritize
-coach and sounding board for executive and management teams
-competitive information process
-funding issues and needs
-exceed expectations on revenue and profit, manage the levers of the P & L

2. Cross Functional Teaming, Top Talent Recruiting, and Performance/Effectiveness: 
-attract and develop top talent, improve the candidate experience 
-compensation aligned to company goals
-talent/performance management, feedback process, stack ranking
-leverage internal collaboration/engagement to create a stronger team
-provide feedback to channel partners so they are more effective for you
-personal and life goaling facilitation, if interested

3. Customer Focus, Go To Market Execution, and Marketing Leverage:
-plan and optimize resources to surround and scale the opportunity
-improve enablement, education, and awareness of wins, best practices, with crisp messaging
-get maximum leverage at industry events
-identify sweet spots to accelerate revenue with repeatable processes
-improved marketing branding, lead gen, and roi
-help evaluate and develop new GTM programs
-maximize return from your indirect channel partners
-add value and give feedback at qbr's so participants and management get value and alignment
-participate and give feedback in any sales calls, customer reviews, account planning sessions, etc
-set priorities that focus on the process to go after the right opportunities, targets, territories, segments, and partners
-process to maintain the highest level of customer satisfaction

4. Sales Effectiveness, Process, and Model 
-sales dashboards (that paint a picture where we’ve been and where we’re going)
-alignment of key metrics with monthly ramps: Ie. growing proposals to X, growing pipeline to X, growing orders to X, number/type of wins per geo, lots of others to consider too
-improve and coach sales team on sales excellence best practices (accountability, deal review, coaching, performance reviews/giving/getting feedback, improving relationships, Walter Brown handbook, proper and prompt recap/thank you notes that position a faster sale, value selling techniques, better qualifying, improved deal tracking awareness, and doing more sales calls!)
-diagnose and make recommendations to fix internal issues needing help (responsiveness, pricing, implementations, training, etc)
-forecast, pipeline, and commit process
-include your indirect channel partners in this process to help them, help you
-leverage high velocity/inside model and higher touch enterprise model to improve sales cycle time and coverage effectiveness

5. Partner Leverage and Business Development:
-the relevant areas above would also apply to increasing partner leverage and business development 
-ISV's, Solution Providers, SI’s, SP’s
-partner selection, recruitment, and management
-get feedback to provide good margin to the channel
-rules to keep your team channel friendly

 6. Industry Relationships to Help Accelerate Revenue and Branding/Reputation:
-leverage my industry relationships at end users, distributors, solution providers/VAR’s, vendors, SI’s, SP’s, and industry analysts for almost anything (partner with, sell through, sell to, resell, feedback on ideas, pr, white papers, etc).