The Story
Bring order to a fragmented segment
In 2021 I inherited the Growth & Emerging Markets segment at Equinix — clients across SEUR, MENA and Emerging Markets, but no shared ICP, no resource prioritisation, and no common playbook. The market existed. The strategy didn't.
Define the ICP. Build everything around it.
First move: identify which customer profiles actually converted and expanded, then reallocate AE resources to those segments. Once the ICP was defined, we built the playbook, coverage model, and comp structure around it. Then forecast discipline — 50% to 92%. Then a ramp framework that cut onboarding from 3 months to 6 weeks.
A team that consistently delivers
Four consecutive years of quota attainment averaging ~115%. 80%+ of the team exceeding quota. Five AE promotions. +22% YoY ACV growth. President's Club 2023. Manager of the Year 2023.
Channel follows lighthouse deals
The non-obvious GTM truth: going channel-first into a cold market is the most common failure mode. You need direct lighthouse wins first to prove the motion — then channel becomes a genuine force multiplier.