Taking personal charge of a region at an inflection point
A global organization had developed and launched a modern product portfolio designed to replace an aging category across all markets. In the Americas, the transition hadn’t happened. The regional business remained anchored to a legacy variant with declining demand, unconvinced that the modern portfolio would work for their market — while competitors were reading the same market signals and beginning to move.
The situation called for clear executive ownership. I relocated to North America and took direct charge of the full Retail Markets business across North and South America — hardware, software, and service, spanning multiple sub-segments and customer categories. This was not a narrow product mandate. It was end-to-end commercial accountability for a substantial and complex regional operation.
The work spanned the full commercial picture: rebuilding the market proposition around the modern portfolio, developing new frameworks for demonstrating ROI to a customer base that needed convincing, introducing sales discipline and performance governance that hadn’t previously existed, and personally leading the complex customer engagements that would establish the credibility of the new approach in market.
The Americas Retail Markets business grew to exceed $100M in annual revenue. The modern portfolio — once considered unsuitable for the region — became its core commercial engine, and the Americas was re-established as a strategic growth pillar for the wider organization.
End-to-end commercial accountability for a complex regional operation — delivered.