Sales operations. Across business units.

An onboarding process that travelled beyond IoT.

I streamlined the sales operations onboarding process within IoT. It was subsequently adopted more widely across Vodafone Business, covering 2,300+ sales users.

The work involved the operating process as well as implementation: how it would be used, how people would be introduced to it and how it would be maintained and improved after handover.

The 2,300+ figure describes the reach of that onboarding rollout. The other work below had its own scope.

IoT and heads-of-sales reporting.

I automated IoT reporting and the heads-of-sales report. These were recurring operational reporting activities within the wider sales operations remit.

My responsibilities included planning and implementation, explaining the work to its users, handing it over and following up with improvements.

Account movements between teams and operating companies.

I worked on the regular, rule-based movement of accounts between Vodafone Business and operating companies, and between internal business units.

This work sat alongside the processes that determine how sales teams operate. It required attention to the rules, the transfers and the organisations on either side of a movement.

Commission disputes and target setting.

Salesforce workflows and sales support.

I improved processes in the internal Salesforce environment, including sales workflows, product setup and reporting. I also built a Sales Operations Support ticketing route so colleagues could raise requests.

The remit covered IoT, Cloud, Digital Sales, Carrier, MNC (VGE) and selected operating companies. Individual tools and processes had different deployment scopes within that wider remit.

Coordinating complex global enterprise deals.

I held central responsibility for enterprise deal review and approval, working with directors and senior leaders on major, complex global deals.

The review brought together sales, finance, commercial, legal and technical functions, with other specialist input according to the deal. My work included coordinating that process and automating parts of it.

How that experience informs my work today.

A system has to fit the decisions and responsibilities around it. My work connects understanding the operation with designing the process, building the solution and helping people put it into use.

That is the perspective I bring to business systems integration, sales and revenue operations, and technical leadership engagements.

Context for this account.

This is my first-person account of work from my corporate career at Vodafone Business. It is not a statement that Vodafone Business is a current consulting client or endorses my services. Internal material, confidential figures and uncertain internal product names are not included.