Andy Nabbs

• Product Ownership : Directed end-to-end product lifecycle management, ensuring timely delivery of products, building a 5 x head team defining GTM Strategy and Portfolio Management
• Intellectual Property : Worked towards establishing a robust intellectual property portfolio for competitive advantage.
• Product Lifecycle : taking a product from initial innovative discussion ,through development lifecycle and GTM strategies, creating a zero-to-hero product (portfolio of 25+ Product and 60+ capabilities)
• Translating Strategic Vision: Working with “C” Level executives in defining strategic GTM strategy for the business, driving Marketing Messages and engagement with Industry Analysts and identify product target markets.
• Enhanced Collaborative Working: implemented robust, AGILE based standards, processes and governance; ensuring visibility, accuracy in reporting of portfolio and lifecycle management.
• Development of Talent: Implemented KPIs, enhancing team performance and efficiency. Improved profitability with efficient management of resources and budgeting.
• Process & Governance: Developed and Agile/SCRUM methodology and framework, creating a governance framework with Bell
• Strategic Impact: Senior Leadership team member within Bell, empowered by executives to manage and run the day-to-day operations, creating sub working groups to look at innovation/change and working in collaborative ways to achieve outcomes.
• Channel Engagement: Cultivated and managed strong working relationships with key strategic vendors, leveraging their technologies and services in delivery of customer-based solutions.
• Innovation & Efficiency: Drove innovation through the introduction of cutting-edge technologies that maximised customer CX and business growth.
• Change Management: Key stakeholder in the revision of IT systems and Target Operating Models within Bell, utilising AI to drive new ways of working within Bell.
• Customer Experience: A strong advocate of customer engagement and feedback loops to evaluate performance and growth, these strategic engagements have helped shape future Bell strategy and portfolio investment.

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• Fractionalised CEO : 6 Month engagement to drive recapitalisation (Round B VC funding) of business and search for US based CEO to drive software business forward through its growth.
• Strategic Business Management: Entered business to ensure stability through VC funding negotiations and recapitalisation for additional funding.
• Budget Management: Established short-term budget review process and runway of sales to increase turnover by 25% and drive GM1 by 42%.
• Business Planning: Worked with US based VC team and Exec's in creating a strategic roadmap/runway for a 12/18month window. Fostered organisational growth for establishing a strong market presence.
• Sales / Marketing / Channel Management: Built productive relationships with industry partners to meet strategic business objectives.
• People Management: Overseeing all aspects of day-to-day running of multi GEO company (UK/US/ISRAEL), working with Exec's and Investors.
• Product Development / Management: Re-engineered GTM for the platform, emphasis on focus and support of product portfolio, along with a structured release strategy aimed to consumption/subscription billing options to attract MSP models within EMEA.
• Channel Management: Creating EMEA channel; programmes for partner bases, based on Sales / Technical levels of support, incentivising stronger growth.
• Strategy and Planning: Sculpted company vision by leading strategic planning and setting business goals. Managed risk profiles to maintain acceptable levels in line with board requirements.
• Product Lifecycle Management: Implemented agile working methodology that allowed for smaller releases of product updates and features.

• Multi role engagement :Starting as Head of End User Computing and development of a highly successful Microsoft Engagement practice
• Full Spectrum Leadership: Strategic member of Senior Management team, looking at all aspects of business and its day-to-day running.
• Management & Mentorship: Oversaw 4 separate divisions, with direct management reports and 100+ technical staff.
• Consulting / Engineering division : Driving 150+ Engineers / Consultants focused on delivery strong EUC and CX outcomes.
• Technology Adoption : Team focused on Enablement solutions and change management.
• Application Modernisation : Full lifecycle management and transformation of Business Applications.
• Sales & Pipeline Management: developed / maintained and reported on monthly targets in excess of £1.2m / £16m per annum target.
• Ran High Performance Teams: Restructuring of P&L's, practice driven targeting along with KPI's to achieve stronger 30% YoY growth plan, leveraging channel partners and vendors.
• Strategic Relationship Builder: building on initial engagements with Microsoft to bring peer to peer meetings, plans into place to drive future strategy.
• Channel Engagement: Cultivated and managed strong working relationships with key strategic vendors, leveraging their technologies in delivery of customer-based solutions.
• Customer Engagement : Increased customer satisfaction through consultative engagements
• Marketing Activity : The voice and sales specialist for all things EUC within SCC, attending global speaking and engagement events