GM, Commercial and GTM Operations - Xero - Melbourne, AU
(2025-01)
- Redesigned sales compensation for ~300 quota-carrying roles, shifting towards greater retention and multiproduct revenue, partnering with Sales and Finance leaders to rebuild a net-dollar-retention-based incentive logic (improved alignment to headline metrics, +20% YoY revenue increase in Q1)
- Delivered an accelerated multiproduct GTM strategy and orchestration for Payments cross sell focused on outbound sales opportunities and digital engagement (improved +12% attach and +28% TPV)
- Tightened partner discount governance across the sales organization, replacing ad hoc negotiation with defined margin guidance tiers, drove an agentic deal desk/CPQ platform build and codifying new approval guardrails (customer discovery to deal approval times improved >50%, est. +12M incremental ARR)
GM, Commercial Operations - Xero - Auckland, NZ
(2023-01 - 2025-01)
- Led, scoped and successfully executed a 6-month global program that was a market sensitive critical Board priority under new CEO to realign GTM strategy for value-based selling (improved ARPU 4%)
- Rebuilt strategy for and owned P&L for the channel incentive program, that was an underinvested discount pool, and led turnaround using new digital medium tactics/partnerships and sales-led program nudges to kickstart incremental revenue supported by 20+ experiments (sourced $6M ARR in first year)
- Transformed partner bulk sales motion revenue using sharper incentive constructs, governance and targeting with longer contracts (improved 3x on POS plan mix, ~7M contracted revenue benefit in FY)
Head of Commercial - Xero - Auckland, NZ
(2021-01 - 2023-01)
- Cut non-standard deal volume requiring senior escalation by more than 40% year over, by formalising Global Deals Desk governance charter and embedding into sales process across ~300 roles (improved post-sales support, ~20% reduced discounting without hurting topline production)
- Beat forecasts on both net-new subscribers and net-new MRR, by rebuilding sales forecasting and exec-reporting model used across Finance and Revenue teams (increased visibility and shaped daily data-led forecast vs out of date weekly/monthly regional sentiment reporting)
- Sized incremental revenue opportunities for review and delivered a pricing change within the same fiscal year, leading a regional partner pricing initiative across ANZ/North America (worth AU$2-5M ARR)
Senior Revenue Program Manager - Xero - Auckland, NZ
(2018-01 - 2021-01)
- Redesigned Consulting function around a pre-sales/post-sales split that remains its operating structure today, by saving foundational expertise and reallocating duplicating functional work away (increased alignment with sales revenue generation, ~15% efficiency saving)
- Built customer-facing reporting infrastructure still cited as the source-of-truth file in internal documentation years later, by standardizing quarterly business review production (~10% efficiency improvement)
Market Intelligence Manager - Air New Zealand - Auckland, NZ
(2017-01 - 2018-01)
- Led a board-approved fleet purchase decision by delivering capacity analysis for a key partnership, laying the groundwork for expanded commercial engagement the following year (revenue ~$100M p.a.)
- Assessed consistently as a High Performer delivering beyond core role, taking on stretch assignments and coaching/mentoring team members to deliver excellence (above target team eNPS)
Strategy Consultant - Air New Zealand - Auckland, NZ
(2015-01 - 2017-01)
- Scaled competitor intelligence coverage from a handful of markets to a full portfolio spanning >6 carriers and 4 global regions, while cutting monthly reporting production time; then redesigning the Executive Forum to deliver >$100M strategic market investment (double HNL capacity, IAH entry, TAS alliance)
Financial Planning & Analysis / Corporate Strategy & Initiatives / Product Analyst - Orion Health - Auckland, NZ
(2012-01 - 2015-01)
- Cut the time to produce Group budgeting and forecasting deliverables in half, while group structure got more complex, across a substantial cost and revenue base (delivered to target ~NZ$200M)
- Key member of 4-person IPO team; co-authored the investment-highlights section of the board document behind Orion Health's $120M IPO, contributing directly to the board's go-forward listing decision
- Closed the company's first Health Information System deal outside the ASEAN region by building the commercial pricing model that surfaced delivery risks and won customer acceptance (revenue ~$50M)
- Built product-profitability reporting to drive executive/board investment strategy (cost ~$50M); recognized with the Orion Star Award and "Game-Changer" status (top 2% of the company)
