Was there a time when you were handed one assignment but ended up completing something different? What happened?

At Keisense, tasked with commercial strategy, I transformed my sales assignment by pioneering a ‘slide’ keyboard typing feature and creating the patented ‘zone keyboard’—enhancing efficiency and versatility for devices from phones to wheelchairs. This innovation led to significant partnerships, including a TV collaboration with Intel. My leadership was pivotal in Keisense’s acquisition by Nuance, now part of Microsoft, where I grew the business to $20 million in its first year.

Was there a time when you made a major sacrifice to achieve an important goal?

As the market development manager at a struggling startup, my dedication to securing our technology’s place in industry standards meant forging strong alliances with telcos and navigating complex technical groups, a challenge I met with the aid of our engineering team. The role demanded frequent travel, with monthly five day meetings in diverse international locations, significantly encroaching on my personal time.

The intensity of my commitment was truly tested while on vacation in Israel with my wife. An urgent email from Sony in Germany pulled me away — they were in the midst of product development and required our expertise. Responding immediately, I flew out to Germany, and despite my non-sales position, I leveraged the relationships and industry knowledge I had built to transform what was initially an advisory meeting into a groundbreaking $2 million deal, which was an unprecedented figure for our company and subsequently expanded to over $6 million.

This deal not only marked a pivotal moment, catapulting the company onto a trajectory towards an IPO and eventual acquisition but also underscored my value, leading to three successive promotions. My sacrifice and the resultant success demonstrated the profound impact of commitment and relationship building in market development.

How does competition influence your work?

Competition at Nuance, post-acquisition, was a pivotal force in my career. Despite an uncertain future with a looming end of contract date, I chose not to coast along. My position was remote and lacked visibility within the company’s leadership. Instead of accepting this obscurity, I sought to carve out a significant role by creating and driving new business initiatives.

I leveraged the Sales Kickoff event in Vegas to showcase a groundbreaking expansion strategy that extended our offerings beyond mobile into the TV business. This initiative captured attention and, despite being let go as scheduled, I was immediately rehired the following day to spearhead this venture. My efforts culminated in an impressive $20 million growth within a year.

I also embraced the competition head-on with the company’s Dragon Go! speech product. While others struggled to forge partnerships, I applied my ‘startup scrappy mojo’ and led the project to a series of deals with top brands, propelling the app to the number one spot in its category on the app store.

​My focus on creating successes, rather than dwelling on corporate politics or competitors’ moves, not only yielded professional triumphs but also earned me an invitation to the Chairman’s Club trip in Cancun with my family. The competitive environment was an opportunity for me to showcase my strengths and deliver results that spoke for themselves.

Was there a challenging situation that demanded you build rapport with someone quickly?

Confronted with the direct carrier billing (DCB) models dichotomy, I faced a daunting challenge at my new company. Merchants favored the bundle model, where telcos would handle marketing and payments, while telcos preferred the standard DCB model with merchant-led promotion and revenue sharing. However, securing big brands—critical for market dominance—required accommodating both, a capability our product lacked due to significant limitations.

Recognizing the potential for substantial deals and revenue, I took the initiative to communicate these opportunities to the leadership team. The persuasive presentation I delivered captured the attention of the UK-based CEO, who, impressed by the insight and potential outlined, entrusted me with the task of presenting our strategy to the board.

​This board composed of the NTT/Docomo team from Japan, held the authority to decide on such strategic changes. By successfully building a rapport with the CEO through demonstrating value and strategic foresight, I earned a crucial opportunity to influence our company’s direction at the highest level.

Was there a time when you were able to effectively communicate a difficult or unpleasant idea to a superior?

My role as VP of Sales and BD led me to confront two challenging issues with the CEO of our company.

Case 1:

Upon discovering significant product flaws during training in India, I candidly addressed these with the CEO before departing. My forthrightness about the poor user interface and product defects spurred the CEO to take action.

Result 1:

Acknowledging problems with the product leadership, the CEO proceeded to recruit a new head of product, demonstrating a commitment to improve our offerings.

Case 2:

During a leadership retreat, we were tasked with sharing feedback about our colleagues. I uniquely pointed out communication challenges with the CEO, due to geographical and time zone distances, particularly his inattentiveness to critical sales related inquiries that I had sent via email and Salesforce.

Result 2:

​This led to the adoption of a ‘red light’ signaling method in Salesforce, ensuring that pressing questions were marked and addressed promptly, streamlining our sales processes and improving internal communication.

On occasion we are confronted by dishonesty in the workplace. Was there an occurrence and how you handled it?

As an account manager, I discovered a long-time colleague had been exploiting his position by engaging in fraudulent payroll activities, including adding non-working family members to the payroll for overtime and soliciting kickbacks from other staff. Despite his strong ties with the sales VP, the risk of legal repercussions for the company compelled me to act.

​In a private moment during a charity event, I discreetly informed the CEO of the fraudulent activities, emphasizing the need for a covert operation to protect innocent employees and myself. Consequently, a ‘random’ accounting audit was orchestrated, unveiling the fraud and leading to the dismissal of the dishonest account manager.

Can you describe a time when you went out of your way to please a customer?

While at Docomo, I proactively addressed a critical concern with a top client, Amazon, and their customer, Metro T-Mobile. Upon learning of the issue while in Madrid, I secured the CEO’s approval to reroute my trip to Dallas. I proposed the creation of shared dashboards, alarm systems, and a scorecard approach with regular Quarterly Business Reviews for transparency and alignment. My initiative not only resolved the immediate issue, but also enhanced our standing to become Amazon’s leading aggregator over time.

How were you able to impact change in your most recent role?

In my latest role at Docomo, I overhauled the approach to merchant sales, which previously functioned in isolation from the global telco management teams. Recognizing the interdependence between merchant deals and telco partnerships, I initiated weekly calls with regional telco leaders, fostering collaboration to identify and target ideal merchants. By actively involving regional teams in merchant negotiations, we strengthened cross-functional relationships and bolstered the deal pipeline. This shift not only facilitated successful closures but also contributed to the company’s growth and eventual acquisition.

Was there a time when you helped build enthusiasm in your staff?

To boost enthusiasm among my team, I aligned their compensation and bonus structure with our collective Key Performance Indicators (KPIs), which mirrored the company’s objectives. This strategic change empowered them to concentrate on impactful actions that advanced company goals while also enhancing their own earning potential.

What is your strategy for getting a high standard of work from your team?

My strategy to ensure a high standard of work from my team involves establishing clear goals and key performance indicators (KPIs), delivering comprehensive training, equipping them with effective sales materials, and leveraging my network to bolster outreach efforts. I offer support on customer calls as needed, conduct regular one-on-one and team meetings for forecasting, and fully utilize their unique skills—particularly in areas where I’m less knowledgeable. Additionally, I motivate the team with a lucrative commission structure that aligns with our collective and company objectives.

What is the most challenging part of negotiation for you?

The most challenging aspect of negotiation for me is managing situations where customers continue to demand extra benefits after terms have been settled by a Letter of Intent (LOI). My approach is rooted in seeking mutually beneficial, long-term business relationships. However, when pushed beyond reasonable boundaries, I stand firm. On one occasion, I resolutely informed a customer that we would have to disengage if the agreed terms were not honored. This stance resulted in successfully securing the deal under fair conditions.

How have you used the power of story to persuade someone?

At Docomo, to secure a deal with Match.com against competition, I harnessed the power of storytelling by showcasing our strengths through an educative narrative. I focused on conveying the comprehensive value of Docomo as a subsidiary of a global leader in mobile innovation, equipped with vast resources. To solidify our position, I ensured that experts from product development, technical support, legal, contracting, and compliance were actively involved in discussions, ready to tackle any concerns. This strategic communication was critical in addressing Match.com’s complexities and apprehensions, allowing us to win the deal, even though we entered the negotiations at a later stage. The deal with Match.com was a top priority upon my joining the company and a significant triumph reflecting the effective use of persuasive storytelling.

What was the most creative oral presentation you have had to make?

In my role as a consultant, I was tasked with developing a unique oral presentation strategy to boost sales for a lesser-known company that competes with my former employer. This company, while not as well-recognized as my previous company and two others in the field, offers innovative solutions that overcome significant obstacles which had previously hindered deal closures at my former company.

My creative approach to introducing this company to potential clients involved a light-hearted, self-deprecating anecdote. I would begin each meeting by humorously critiquing my colleague at the client company for not fully recognizing the substantial value they bring to the market. This set the stage for a revelation, where I would then pivot to emphasize the groundbreaking solutions we were presenting together.

​The intent behind this approach was to break the ice and engage the audience with a bit of unexpected humor, which not only grabbed their attention but also humanized our team. It created a memorable opening that highlighted our self-awareness and confidence in the product’s capabilities. This method proved successful and was so well-received that my client encouraged its use at the start of every sales call, demonstrating the power of creativity and storytelling in business presentations.

Was there a situation or time when someone or something really got under your skin?

In my previous role, I faced a trying situation when an unengaged regional SVP attempted to claim credit for a deal he hadn’t worked on, after another SVP and I secured a significant agreement with a target merchant in his region. This SVP’s actions, including his refusal to communicate or join resolution calls, were quite frustrating.

To address this, we credited the deal to the SVP who rightfully earned it in a global forecast call and offered to help the first SVP with new regional opportunities with the same client. This move recognized the deserving SVP’s efforts, kept the company’s revenue system fair, and provided a chance for the uncooperative SVP to redeem himself.

​The resolution was a win-win-win for all, but the ordeal, especially the first SVP’s lack of communication, was irksome and a challenge in managing internal corporate dynamics.

What have you done to support diversity in your unit?

At our organization, a commitment to diversity isn’t just a policy — it’s an integral part of who we are. As a vibrant global entity, our team is a rich tapestry of individuals from a multitude of countries, embracing an array of cultures, religions, and genders. Our diversity isn’t just a default; it’s our strength.

In fostering this inclusive environment, we ensure that open communication is at the heart of our operations. Our virtual meetings, for instance, are more than just business discussions. They are opportunities to connect and celebrate our varied backgrounds. Before delving into agendas, we take moments to share and honor different events, celebrations, and holidays, recognizing and appreciating each unique perspective.

​This cultural exchange enriches us, broadens our understanding, and enhances our collective experience. It’s through these shared experiences that we not only support diversity but thrive on it, creating a workspace where every voice is heard, and every story is valued.