1. Delivery
1.1. Improve ownership of offering from soup to nuts
1.1.1. Pre-sales focused and delivery is not equipped/organized appropriately for long term success
1.2. Provide feedback to execs to ensure we are providing relevant skills and services
1.2.1. Shift to cloud mandates we provide a different experience - app management and menials tasks (MACD's) are becoming table stakes
1.3. Provide training to CEM team on CC
1.3.1. CEM team
1.4. Morph delivery culture to focus on adoption/education in this space
1.4.1. Provide monthly industry newsletter
1.4.2. Provide monthly NWN capability newsletter
1.4.3. Build knowledge base with short how to videos
2. Demand Gen
2.1. CX Review Blog
2.1.1. NWN branded unsolicited CX review
2.1.1.1. How fast was I helped?
2.1.1.2. How quickly can I buy something?
2.1.1.3. Did your hold music suck?
2.1.1.4. Provide a score
2.1.1.4.1. CX Scores are not equal to NPS
2.2. Assessment Creation
2.2.1. Basic Free
2.2.2. Cost Effective Standard
2.2.3. The Mary Kay Cadillac Edition
2.3. Establishes phased selling program
2.3.1. CC Deals typically multiple phases over time - Laying out long term roadmap is vital
2.4. Creates messaging that resonates with CX professionals
2.4.1. CX professionals care about metrics most of our sales team is unfamiliar with and doesn't understand
2.5. Gain visibility in industry rags
2.5.1. Nojitter
2.6. BDR Campaigns
3. Enablement
4. Mission
4.1. Collaboration between stakeholders
4.2. Lead to continous improvement of the offering
4.3. Therefore accelerating the adoption of the vision
4.4. Increasing demand generation amongst our internal and external stakeholder
4.5. and resulting in repeatable confident engagement and execution in the field.
5. How to backfill
5.1. I'll keep Tidelands - their annual GP covers my employment costs and they take up roughly 10% of my time
5.2. Give Balder the rest of my accounts
6. Sales
6.1. Manage Pipe & Engage in Top Deals
6.1.1. Participate in C-Level Conversations
6.1.2. Steer customer towards business outcome conversations
6.1.2.1. Supporting resource to
6.1.3. Assist in developing Mantra & Close Plan
6.1.3.1. Long sales cycles - complex deals
6.1.4. Provide multi-vendor driven strategic guidance
6.1.4.1. Defaulting to Cisco is dangerous
6.1.4.2. Non IT customers don't care about vendor as much
6.1.4.3. Focus on user experience vs gadgetry/marketing
6.1.5. Provides oversight to ensure maximum profit and minimal risk to NWN
6.1.5.1. Our SA team does not understand quoting CC
6.1.6. > 1 Key Deal Per Quarter per Region
6.2. Channel Engagement
6.2.1. Align with Appropriate Regional Stakeholders
6.2.1.1. Connect our dots internally
6.2.2. Build relationships at mid-channel/specialist level
6.2.2.1. For EX: Cisco PSS Channel & Field Sales Lead
6.2.3. Identify regional champions and exploit opportunities
6.2.3.1. CA
6.2.3.2. Identify 1 key deal per sales geo
6.2.4. Help manage multiple vendor strattegic messaging
6.2.4.1. Multi vendor strategy is key in CX - customers expect us to be experts on identifying underlying technology that can meet needs - CX platforms are difficult to compare apples to apples
6.2.4.2. Lead gen from Verint, Google, etc is non-existent
6.2.5. Ensure that we are consistently aligned with vendor promotions and field sales agendas
6.2.5.1. SKU's
6.2.5.2. Certifications
6.2.5.3. Registrations
7. Offerings
7.1. Assist in identifying and vetting strategic offering decisions
7.1.1. Outsourcing Partners
7.1.2. 3rd party service providers
7.2. Provide sales centric feedack on roadmap
7.2.1. Validate technical and operational team
7.3. Assist in evaluating competition
7.3.1. CX Specific Consulting firms
7.3.2. NWN traditional competitors
7.3.2.1. Presidio
7.3.2.2. Regionals (IE, Rove)
7.3.3. Carriers
7.3.3.1. AT&T
7.3.3.2. Verizon
7.3.3.3. Segra
8. Day in the life
8.1. Weekly Meetings (1 Day Week)
8.1.1. Manager 1:1
8.1.2. SVP's 1:1
8.1.2.1. Access to SF Pipelilne
8.1.3. SME's 1:1
8.1.3.1. Tamara, Ryan, Ed
8.1.4. Moretti's Channel Reps 1:1
8.2. Monthly Meetings (.5 day per week)
8.2.1. Delivery Feedback
8.2.1.1. Access to EMP/contact center specific tickets
8.2.2. Marketing
8.2.3. SA's (led by SME's)
8.3. Bi-Weekly (rollling) regional (1.5 day/week
8.3.1. Sales Reps
8.3.1.1. Sales Plays
8.3.1.2. Quick Trainings
8.3.1.3. Organization/Enablement (Teams Room)
8.3.1.3.1. Mantra Samples
8.3.1.3.2. Collateral Links
8.3.1.3.3. Sales Guidane
8.3.1.3.4. Assessments
8.3.1.3.5. Phased Deal Samples
8.3.1.3.6. CURRENT discounts/promotional info
8.3.2. Channel
8.3.2.1. Cisco
8.3.2.2. Avaya
8.3.2.3. Five9
8.3.2.4. Verint
8.4. Industry Enablement (.5 day week)
8.4.1. Blogs
8.4.2. Marketing Alignment
8.4.3. LinkedIn