Team Leadership & Field Activation

CLEAR had a strong product and no AWS field traction. Sellers had no program status to trust, no compensation reason to care, and no executive-level customer demand signal.

Designed the motion around the three levers: drove ISVA qualification and Strategic Resale Program status (permission + economics), and conceived and secured executive sponsorship for a joint AWS/CLEAR/Okta event fronting ~80 CISOs (customer pull). Team ran the opportunity-sharing rhythm across the field.

65 new opportunities launched, 15+ closed, 60+ shared with the field. Motion is durable because it lives in program status and exec governance, not personal favors.

Utilities were sitting on large Esri GIS estates with no coordinated AWS motion. Wins were one-off, no vertical framework, no SI orchestration, no repeatability.

Designed the Power of 3 model — ISV (Esri) + SI + AWS on every pursuit, so each win became a template. Set origination strategy so partners drove pipeline, not AWS sellers alone. Anchored the vertical with PG&E as the marquee logo. Team executed across PwC, UDC, Deloitte, and SSP Innovations.

$10.1M revenue YTD at 120% YoY, 70% of segment revenue, $13.9M pipeline. 136 partner-originated opportunities for $16.2M ARR (66 wins, $8.6M) vs. 47 AWS-originated for $3.2M. The machine originates.

The vertical needed a lighthouse migration to prove the Power of 3 model at scale, with a customer whose name unlocks the rest of the industry.

Drove the PG&E executive relationship, secured the $175M five-year PG&E PPA as the partnership foundation, and orchestrated PwC + UDC as the delivery muscle. Kept scope, funding, and milestones at the executive table, not the working level.

$9M ARR migration delivered — the largest single migration win in the segment with direct revenue attribution. Every downstream utilities pursuit references it.

12 co-engineered solutions only produce revenue if the AWS field knows how to position them and how they get paid to do it.

Built enablement content around the same three levers: what the program status is, exactly how the comp mechanics work, and where the customer demand signal is coming from. Ran the QBRs and executive briefings that turn program status into personal accountability for 15+ C-suite stakeholders.

200+ AEs and SAs enabled. Vertical GTM frameworks generating $25M+ in joint revenue and pipeline. CEO-to-CEO frameworks that resolve senior-level blockers instead of routing them through committee.