Proof
Not a logo wall. No client names. Just what I actually did and what changed, so you can judge the evidence rather than take a claim on trust.
8.35×
target
$835k+ renewal upsell ARR secured against a $100k annual target.
$180K
uplift
Secured on a one-year renewal despite the customer already planning to leave.
$472K
closed
Renewal upsell ARR secured in the final days of the year under significant commercial pressure.
Global
operations
Senior leadership across enterprise customer operations, complex delivery, commercial strategy and cross-functional execution.
Eight problems, eight different angles
Case 01
A team everyone had written off
I inherited a long-standing, lowest-performing sales team, the kind everyone had quietly stopped expecting much from. Nobody had ever worked out why the numbers were so far behind, so I sat with each person, mapped what they actually needed, and built a coaching structure around it. Then I managed the ramp-up straight through peak trading.
Lowest-performing to KPI-achieving, during the hardest trading period of the year.
No system was going to fix this one. Someone just had to manage it properly, and nobody had been.
Case 02
When nobody owned the whole picture
Major customer-impacting incidents had combined operational, technical and commercial fallout. I brought the right functions together, took control of the communication, and rebuilt a plan the customer could see progress against.
Escalated relationships moved back toward stability, without losing the account.
An apology was never going to save that account. What kept it was showing them we'd actually got control back.
Case 03
Too much at risk, no single view of why
Multiple implementations, customer commitments and cross-functional dependencies were competing for attention, with no shared view of what mattered most. I introduced portfolio visibility, prioritisation and escalation so leadership could see what was at risk, why, and what needed action first.
Executive decisions got faster and better-informed, because the information existed before the crisis did.
Nobody on that team was slacking, they just couldn't see the whole picture. Neither could anyone above them, which was the actual problem.
Case 04
The renewal that wasn't really about price
A customer was questioning ROI, and the easy answer was a discount. Instead I examined usage, operational friction and the value they were actually receiving before touching the number. That evidence became the negotiation.
The renewal held on stronger terms, built on proof instead of a price cut.
They said it was about price. It almost never actually is.
Case 05
A month's notice, zero room for error
A fixed-term contract required a specialist workforce mobilised at speed, with compliance non-negotiable. I ran forecasting, scheduling, HR, payroll, MI and account management to make it happen inside the deadline.
The workforce was delivered on time, fully compliant, with a clean audit record throughout.
People assume speed and compliance are a trade-off. They're only a trade-off if your operation isn't built properly.
Case 06
Leverage nobody else saw
A customer was already planning to leave. The commercial conversation suggested there was nothing left to negotiate. I looked at their operational dependency instead, and found real leverage in it.
Negotiated another full year, with a $180k uplift, on a customer who thought they were walking away.
Everyone was looking at the commercial terms. The actual leverage was sitting in the operations.
Case 07
Renewals aren't sales conversations
Rather than treating renewals as a pricing exercise, I combined operational evidence, customer value and account strategy into the negotiation itself.
My 2025 performance review credited me with $835k+ renewal upsell ARR against a $100k target, 8.35 times what was asked.
I understood that account better than whoever was selling it. That's what won it, not a negotiating trick.
Case 08
The gap between the contract and the reality
Customers had contracted for one thing, could actually consume something else, and were being billed on a third basis. Nobody had connected the three.
I designed the operating flow linking contract, entitlement, usage and billing, removing the ambiguity at its source.
Nobody had a problem with the contract itself. The mess started the moment everyone signed it and moved on.