Industrial model
SaaS
Playbook
Go-to-market
Not established
Ecosystem
Resellers · SIs · VARs
Partner channel
Separate
To + through
GE business lines
Contract values
Varied
Standard
Goals, comp, SOPs
Sales planning
What changed
- Implemented sales planning and goal setting, and established sales compensation.
- Set up the partner program: resellers, systems integrators, VARs, and more.
- Worked with GE's business lines to prove the value of GE Digital products, selling to them and through them to drive up contract values.
- Led several mergers and acquisitions, integrating tools, sellers, and team members into GE Digital.
- Standard operating procedures, stage gates, weighted pipeline reviews, and executive dashboards across NA, EMEA, and APAC.
Day One
An industrial giant going digital
GE was building a software business around the Industrial Internet of Things. I was one of the first external leadership hires, brought in to bring the best of the SaaS world.
Leadership
Change from the top
Partnered with GE Digital's CFO and CEO to drive change across a $1B division during GE's digital-industrial transformation.
Plan
Goals and compensation
Implemented sales planning and goal setting, and established sales compensation built for a software business.
Ecosystem
Built the partner channel
Set up the partner program: resellers, systems integrators, VARs, and other partners.
Inside GE
Sell to and sell through
Worked with every business line to show the value of GE Digital products, selling to them and through them to drive up contract values.
Operate
Standards and visibility
Standard operating procedures, stage gates, weighted pipeline reviews, and executive dashboards that became the nerve center of the business.
M&A
Integrated acquisitions
Led several mergers and acquisitions, integrating tools, sellers, and team members into the GE Digital world.
GE Digital had a unique advantage: some of the world's largest industrial businesses under the same roof. The job was to turn that into revenue by working with each GE business line to prove the value of GE Digital products.
Sell To
- GE business lines as customers
- Proved the value of GE Digital products
- Built trust across a matrixed organization
Sell Through
- Business lines as a route to market
- GE Digital products in business-line deals
- Higher contract values
Leadership development: completed several leadership courses at Crotonville, GE's leadership institute in New York.
Sales Planning & Comp
- Sales planning and goal setting
- Sales compensation
- Standard operating procedures
- Territory optimization
Partner Ecosystem
- Resellers
- Systems integrators (SIs)
- Value-added resellers (VARs)
- Partner program structure
Commercial Excellence
- Stage gate definitions
- Weighted pipeline reviews
- Deal review frameworks
- Executive dashboards
M&A Integration
- Several acquisitions led
- Tools integrated
- Sellers brought into GE Digital
- Teams onboarded and aligned
01I was one of GE Digital's first external leadership hires, brought in specifically to bring the SaaS playbook to an industrial company.
02I worked with the CFO and CEO of GE Digital.
03I built the partner program (resellers, SIs, and VARs) so the business could sell beyond its direct team.
04I learned to sell to and through GE's own business lines, which raised contract values.
05I have led M&A integrations: bringing acquired tools, sellers, and teams into a larger organization without losing momentum.
06I trained at Crotonville, GE's leadership institute.