Robert Fucci is applying for the position of SVP Sales and Alliance Approach. He will focus on direct enterprise selling, building and mentoring the inside sales team, and better defining forecasting requirements. He will build a regular weekly, monthly, and quarterly cadence. In his first 30-60 days he will focus on training, lead generation, and client/partner meetings to drive business and revenue acceleration.

1. SVP Sales and Alliance Approach
Robert Fucci
203.458.2932
rfucci1@yahoo.com

2. Table of Contents
 Enterprise Selling – Direct and With The Team
 I will build my Pipeline, Drive Business Directly
 I will build and share Case Studies and Client Wins to Accelerate Learning
 Build and Assist in the staffing of Territories
 I Will Mentor and Up Level The Existing Inside Sales Team
 Better Define Forecasting Requirements
 Build a regular Weekly, Monthly, and Quarterly Cadence
 First 30/60 Days
 Lead Generation and Potential Partners
 How Do I Approach The Role – Training, Mentoring, Direct Selling
 My Sales Methodology
 Enterprise Selling Approach – Become A Growth Partner
 Sphere of Influence
 Sequent of Events
 Representative Results

3. Sales and Account Development Messaging
 Prepare and Plan
 Be Bold – Find Bold Clients
 Form Your Core Team and Strategize Regularly
 Maximize Every Selling Interaction (For Everyone)
 Propose and Close - Early

4. Enterprise Selling – My Contribution
 I am Selling – Closing Business and Improving Pipeline Quality
 Up-level Sales Close Plans – Hit The Bull’s Eye Every Time
 Create and Communicate A Set Of Near, Medium, And Long Term Goals That Are
Clear, Measurable, and Aligned
 Recruit And Develop Employees – Recognize And Reward Performance
 Develop A Culture Of Value Driven Selling – A Clear And Compelling Customer
Value Proposition.
 Insure Everyone Is Invested In Customers Success– Customer Success and
references Are essential To Growth.
 Take On a Tough Challenge and Lead

5. Enterprise Selling - 5 Rules For The Team
 We Must Live At Our Accounts
 We Must Have A Relationship With Every Important Buying Level Of The
Organization
 The AE and Pre-Sales Team Must Build The Plan and The Team That
Demonstrates Client Insight and Buying Vision, and Proven Funding
 We Must Regularly (Scheduled) and Openly Communicate
 Take All Advice and Recommendations and Act On Them – They are The
Product Of Past Success

6. Embracing Stretch Goals (Example)
2012 Revenue
Goal
$8MM
Stretch
Goal
$12MM
Funded & Qualified
Pipeline
3X Goal
Increase Number Of Qualified, Funded Sales
Opportunities
Increase Number of In-Quarter Opportunities
Identify, Prospect and Close The Right Opportunities
Q4 2015(30%) $2.4MM $3.0MM $7.2MM •Review The Mix of Opportunities (Beginning, Midpoint, Last
30 Days) – Focused Opportunity Reviews
•Build, Leverage, Expand Our Network of Coaches,
•Generate Partner Referrals,
•Sell When You’re Not There – Executive Briefs.
•Write Down Our Proposals – Explain, Test The Value
Proposition Early
•Plan and Execute Quarterly Field Marketing Events
Q1 2016 (20%) $1.6MM $2.4MM $7.2MM
Q2 2016 (20%) $1.6MM $2.4MM $7.2MM
Q3 2016 (30%) $2.4MM $3.0MM $7.2MM
Q4 2016 (30%) $2.4MM $3.0MM $7.2MM
Total $8MM $13.8MM $36MM
Key Success Factors:
o Build Pipeline Early in Fiscal Year - Focus on Selling Activities and Improving Pipeline Quality
o Identify Key In Quarter Must Wins – Particular Focus On Close Strategies – Demonstrate Success And
Ability To Execute
o Measurement – Pipeline, Forecast, Closed Business, etc.
o Initiatives – Focus on The Key “10” Choose Wisely, Execute Flawlessly

7. Forecasting Requirements
 We Forecast What Is Funded
 We Live In SFDC – All Account Contacts and Key Activities Must Be Captured
 Forecasts Updated By Day Prior COB From Management Forecast Call
 Forecast Objective – 3 Times Quota in “Best Case”
 Forecast Objective – 2 Times Quota in “Committed”
 Paperwork Delivered No Later Than 7th Week Of Each Quarter
 All “Best Case” Either Moved To Commit Or Next Quarter On 8th Week

8. Quarterly Cadence
 Within 5 Days of Quarter Close We Will Present QBR’s
 Prior Quarter’s Results
 Current Quarter Forecast – Best Case, Commit
 Focus In-Quarter Transactions
 Lead Generation Plans – Resource Requirements
 Client Success Issues
 Scheduled Weekly 1-1’s
 Individual Sales Team Members on Mondays (Sales and Presales)
 Team Calls Each Thursday (Focus Opportunities and Team Learning)
 Planned Client Calls – I expect to meet 3-5 Clients or Prospects Weekly
 Forecast Updates Due 1 Day Prior To My Forecast
 Forecast Objective – 5 Times Quota in “Pipeline”
 Forecast Objective – 3 Times Quota in “Best Case”
 Forecast Objective – 2 Times Quota in “Committed”
 Mid-Quarter SMT Review
 Progress To Plan
 Alliances and Channels - I Plan To Drive Directly
 Weekly 1-1 With Product Development, Marketing, Finance
 Scheduled, Optimized Partner Interaction

9. My First 30-60 Days
 Training – (all Aspects of the Organization and Solution)
 Finance, Legal
 Sales and Sales Engineering
 Product Development
 Product Marketing
 Understand all Legal, Revenue Recognition Issues and Extended Team Members
 Account and Territory Reviews - Team Development, Learning, Training
 Deep Dive into Salesforce (CRM)
 Insure Opportunities are Forecast Accurately
 Insure Multiple Decision Makers/Influencers are properly noted
 Identify Committed and Focus Deals – Insure Proper Close Plans
 Prospect and Client Facing Meetings/Calls - Drive The Business – Meeting With
Clients and Partners – Focus on Revenue Acceleration, Lead Generation
 Recruiting – As determined
 Present My Business Plan for Approval within 30 days

10. Lead Generation, Field Marketing
My Approach
 Focus on Hard Offers vs. Soft Offers
 Focus on High Lead to Revenue Activities
 References From Our Clients
 Sales Prospecting
 Website Content Marketing
 Email Marketing (Internal/House List)
 Trade Shows
 Where I Would Increase Effort and Resources
 Online Offers
 Content Marketing
 Social Media
 Supplement With Potential External Lead Generation

11. Lead Generation, CRUSH Reports
Inside Sales Sales AE
Load All Contacts Develop Account Strategy
Segment By Role and Use Case Identify Key Initiatives and Link To Zovy
Use Cases
Campaign Execution Apply IT Profile to All Client Presentations
Follow-up, Telemarketing Account Prospecting
Lead Generation – Introduction to Sales
Team
Collaborate and Utilize Field Marketing
Resources
Validate and Confirm Lead Quality

12. AWS and MSFT Azure Marketplace
 For AWS – https://aws.amazon.com/marketplace
 For Microsoft Azure - http://azure.microsoft.com/en-us/marketplace/
Important Points
 Bring Your Own License and Subscription Pricing
 Revenue Share on Both License Models
 Registration Process – 30 Days
 Appealing for State and Local Government (Sole Source)
 eDiscovery is Largely a Whitespace

13. Sales Methodology
1/5/2016 13
Plan
Measure
Execute
Propose
Close
Deploy
Deliver
Expand Enterprise
•Set Aggressive Goals
•Dedicated Time
•Account Vision
•Value Proposition
•Revenue Target
•Account/Divisional
Map
•Investment Priorities
•Relationship Map
•Path To A Sale (s)
•Determine
Buying
Metrics
•Determine
Influencers,
Coaches,
Decision
Maker
•Value Based
•Partnership
•Purchase Options
•Multiple Transactions
•Future Buying Events
•Preparing For
Next Sale
•Team Credibility
•Team Expertise
•Value-Based
Recommendations
•Consultative
•Value Based
•Leverage Success
•Max. Investment
Benefit
•Strategic
•Charter Account
•Bidirectional
•Partnership Plans

14. Sphere Of Influence

15. Sequence Of Events

16. Implement Consistent Account Planning
Key Development Areas Strategic Alignment
Opportunistic Areas Maintenance Areas
Low High
High
Our Attractiveness to
Customer
CustomerRevenuePotential

17. Implement Consistent Account Planning
TARGET
Average

18. Implement Sales Training Within The 1st 90 Days
Sales
Pre-Sales
Develop
The Who
and Why
Identify
Forecast
Rank
Propose
Close
Develop
the
Solution
We Never Develop The
Solution Without Guidance
From Key Stakeholders -
Never!

19. Sales Results
 GE Enterprise Win
 Actiance Compliance and Governance Wins
 SAS Wins at IBM
 X Series
 Labor Utilization
 Representative Spotfire Wins
 Risk
 SFDC Integration
 SEM/SEO Data Analytics
 Consumer Credit
 SAP Resell

20. Drive A Strategic Vision

21. Propose and Close Well – GE Closed Deal For $15MM

22. Actiance Platform – Enterprise Software and Services Wins
New Business Wins
ADP $1.76M
TIAA-Cref $1.23M
Ally Bank $786K
Paychex $684K
McGraw Hill $624K
NASD- OMX $512K
Met Life $489K
State Street $447K
Jefferies $361K
Instinet $242K

23. Built and Led The Actiance FSI Sales Team – FY2013 Performance
Quota $475,000 $675,000 $1.375MM $2.000M $4,525,000
Closed
(License)
$132,432 $637,432 $2,113,101 $1157,700 $4,040,665
Closed
(Services)
$117,523 $191,220 $637,450 $489,911 $1,436,104
The territory did $1.3MM total revenue in 2011.
•Initial Team - 0 AE’s
•Initial Unqualified Pipeline - $300K
•At 3 Months Pipeline- $5MM
•At 6 Months Pipeline - $11MM
•At 9 Months Pipeline - $19MM
•Recruited 6 New Senior AE’s

24. SAS Analytic Forecasting Dashboards – IBM Enterprise

25. SAS Labor Forecasting – IBM Global Services

26. Built and Led The Spotfire FSI Sales Team – 2011 Performance
Quota $675,000 $675,000 $1.375MM $2.400M
Closed
(License)
$454,432 $637,432 $1,157,700 $2,913,101 $5,162,665
Closed
(Services)
$485,600 $1,247,912 $1,634,511 $789,911 $4.157,934
•Initial Team – 3 AE’s
•Initial Unqualified Pipeline - $3MM
•At 3 Months Pipeline- $11MM
•At 6 Months Pipeline - $21MM
•At 9 Months Pipeline - $29MM
•Recruited 4 New Senior AE’s
•Recruited 2 Inside Sales AE

27. Every Year , A bank incurs losses for various reasons.
Some Key reasons include:
 Adverse market conditions reduce the value of
its invested assets
 Credit events , such as borrowers defaulting,
reduce the value of the loan book( credit risk)
 Shifts in interest rates upset the balance sheet
(A/L risk)
 System failures , fraud ( operational risk)
 For either regulatory or strategic reason , the
Bank will demonstrate reserves up to the 99th
percentile of loss in its annual Loss Distribution.
This amount is the value at risk for a given risk
horizon
This picture indicates that strategic goals may dictate the
choice of Value-at-Risk threshold. . The bank will need to
hold reserves up to the target Solvency Standard.
The amount up to Expected Loss ( Mean) is referred to as provisions,
And the remaining amount up to the solvency standard is called
Economic capital.
Risk Modeling – FDR NY, CITI, BofA, Fannie Mae, State Street, +

28. Scenario Based Risk – BofA, Goldman Sachs, Barclays, CITI
This analysis demonstrates a scenario-based view of
Economic Capital covering total Losses do to Market
Risk and Mortality Risk over a one year horizon.

29. Salesforce.com Integration – GE Capital, BofA, State Street, +
Spotfire increases your ability leverage more value
from your existing salesForce.com, Oracle, and SAS
investments.
Spotfire easily integrates the data from
co -resident application s to form a powerful
enterprise class “decision platform”
In this case we understand that GE Capital has
a significant investment in Salesforce .com
Using Spotfire in this environment will help GE
Capital seamlessly leverage and unlock the
hidden value in customer and market data.

30. Integration With SEM/SEO – Ally Bank, CITI, GE Capital
Scenario- You are designing a marketing campaign to
introduce
three Products: Platinum, Gold, and silver Credit cards. The
initial plan is to offer :
•10,000 Platinum,
•20,000 Gold
•30,000 Silver cards.
Options- you have two options to contact customers
•Call center,
• Direct mail.
The call center is more expensive but the program is more
successful than reaching contacts from direct mail.
The call center has a maximum capacity of 15,000
Marketing Campaign Optimizer
Scenario: You are designing a marketing campaign for three
products: Platinum, Gold, and Silver credit cards. The
initial plan is to offer 10,000 Platinum, 20,000 Gold, and 30,000
Silver cards.
Options: You have two options in contacting your customers:
Direct Mail and Call Center. The Call Center is more expensive
but the contacts are more successful than those from Direct
Mail. The Call Center has a maximum capacity of 15,000.

31. Consumer Credit– MasterCard, CITI, Fidelity
Consumer Credit – Credit Card
Marketing campaign Optimizer -
Return on investment analysis