Tavish Towner's Project Highlights
Da Vinci
B2B Logistics and Supply Chain SaaS Company
After advising the CEO to secure funding, we crafted a Fractional Growth role. Adapting swiftly to the fast-paced industry environment, I was an account manager and marketing lead for lead generation and sales strategies as we tested going up market to a new customer segment. By implementing BANT and standardized ranking criteria, I significantly enhanced mid-funnel lead quality by 30% within three months through targeted Account-Based Marketing tactics. This initiative was bolstered by a comprehensive overhaul of our sales pitches, utilizing A/B testing across a multi-million dollar sales pipeline, which culminated in a 110% increase in average deal size and a 40% improvement in conversion rates from Q1 of 2023.
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On top of being an account manager for high-volume top 20-30 accounts, I owned and managed the marketing budget to refine our media marketing mix, strategically focusing on a multi-touch attribution strategy that successfully targeted new upper-mid market segments and doubled our average Annual Contract Value (ACV). This strategic deployment effectively optimized capital use and aligned with the company's growth objectives.
Moreover, I worked define ad groups, keywords, and headlines to increase the Return on Advertising Spend (ROAS) by 3% year-over-year by optimizing digital ad formats on platforms such as Google and LinkedIn, tailored to maximize engagement and brand recognition. I consistently demonstrated the ability to navigate and capitalize on the complexities despite a rapidly evolving business landscape.
Sales Account Manager
As a Strategic Sales Account Manager for a Fortune 500 cybersecurity company, I led strategic B2B sales cycles, managing complex deal structures that significantly exceeded targets. I achieved 120% of a $10M target through meticulous planning of prospecting activities, email outreach, and the creation of compelling value cases and solution roadmaps. My role also involved managing cross-functional stakeholder relationships, coordinating with sales, operations, finance, marketing, and product teams to craft and present over 30 value-based solutions to customers.
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In addition, I played a pivotal role in identifying and capturing new business opportunities for cloud-focused stakeholders. Through over 100 discovery calls, I pinpointed critical business problems, connecting prospects with more than 80 capabilities and acquisitions across Accenture to facilitate tailored cybersecurity solutions.
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Simultaneously, as a Growth and Product Innovation Sales Account Manager, I exceeded a $3M pipeline target by closing $12M in the second half of the year, surpassing goals by 400% through strategic planning and execution. Managing up to 30 accounts, I guided leadership in refining sales methodologies by analyzing sales CRM data and introducing the MEDDPICC qualification framework. Managing a $250M sales pipeline targeting deals over $5M, I developed stakeholder maps and engaged prospects across High Tech, Media and Entertainment, Retail, Telecommunications, and Financial Services sectors. My efforts focused on identifying pain points and shaping business objectives to develop compelling C-level narratives and product strategies, ensuring alignment with broader market needs and driving significant business growth.
GTM and Corporate Strategist
At a leading HR software company, I played a pivotal role in leading the he objective was to optimize cost structures and increase operating margins amid a challenging macroeconomic environment. As a GTM and Corporate Strategist, my task was to secure support for a new segment-centric Go-to-Market (GTM) strategy from key departments: Sales, Marketing, and Finance. This strategy targeted mid-enterprise (ME) customers with 500 – 3,500 employees and projected average contract values (ACV) of $50K – 100K, necessitating alignment with Workday's broader financial goals.
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I led a series of strategic workshops and presentations to drive this initiative, focusing on the financial and operational benefits of the new GTM approach. By aligning the strategy with department-specific KPIs and showcasing detailed financial models predicting significant return on investment, I facilitated a comprehensive understanding and unified commitment across departments. This methodical approach ensured that each department recognized the strategic benefits and the impact on their specific objectives.
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The initiative received strong buy-in, culminating in the implementation of the GTM strategy that projects to generate $75 million in incremental revenue within its first year. This strategy not only effectively targets ME customers but also anticipates a 15% improvement in operating margins. The success of strategic framework led to further initiatives to build out a customer-centric, marketing-led sales funnel.
Value Realization Office
Telecommunications Company | Operations
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As the Value Realization Office Manager at Accenture, I was tasked with the crucial role of driving revenue through a new B2B Sales Platform built on Salesforce/Velocity, to sell a new product launched by a telecom client The CEO had set a challenging first-year sales goal of $21 million with new logos for this unprecedented product.
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In this role, I spearheaded the establishment of the Value Realization Office from the ground up. My responsibilities included tracking value, managing diverse stakeholder relationships, and building robust business forecast models. I developed a governance structure, formulated detailed sales forecasts, and crafted a comprehensive business case. Additionally, I conducted end-to-end (E2E) funnel analysis to effectively identify leads, construct a pipeline, and provide strategic investment recommendations.
The result of these efforts was the creation of a governance and reporting framework that integrated three Accenture acquisitions involved in lead generation, marketing, and sales. This was the first-ever integrated play of its kind within the company. The program forecasted to generate $67 million in revenue, significantly exceeding the initial sales target; however, the results were not fully attained. This role underscored my expertise in not only developing GTM and Sales strategies, but executing them to align to program objectives and market demands.
