Devexperts

1. Service Delivery Management:
Ensure compliance with the procedures, instructions, KPIs, and support contract commitments,
Lead an onboarding process of the client during the production launch,
Communicate with the client via telephone, e-mail, or IM to report the current status of the issues,
Oversee the resolution of major incidents, ensuring timely communication and resolution,
Take responsibility for completing the support contract conditions.

2. Process management:
Organize and supervise giving estimations, planning and executing maintenance routine operations & project development tasks in frames of the support team,
Manage the process of investigation of the technical issues;
Manage tasks related to the bug fix of the product.

3. People management:
Manage a project support group in the Maintenance and Support department,
Organize and manage the workload of the team and their backlog.

4. Service Improvement:
Identify opportunities for process improvements and implement best practices to enhance service delivery,
Identify opportunities to enhance the teams' active monitoring and reporting,
Report on key performance indicators (KPIs) with the required stakeholders.

Service Delivery Manager

Philip Morris International

- Lead the operational support for B2C and global communication areas, managing services across 60+ countries in all continents.

- Act as the primary point of contact (SPOC) for key market stakeholders, handling escalations, delivering periodic reports, and aligning expectations to ensure customer satisfaction.

- Drive continuous service improvement by implementing automation solutions, reducing support costs, and optimizing performance for end users.

- Define and monitor critical KPIs including SLA, SLO, aged incidents, MTTR, and NPS to maintain high service standards.

- Enhance Mean Time to Resolution (MTTR) and boost Net Promoter Score (NPS) by applying customer-centric principles and improving support strategies.

- Oversee support for complex solutions involving multiple systems (Salesforce, AWS, SAP, Adobe, Twilio, azure, ...), ensuring timely responses and resolutions.

- Provide functional advice and training for new market onboarding, ensuring smooth transitions and service continuity.

- Manage vendor service quality, establish effective reporting mechanisms, and maintain clear communication with internal stakeholders.

- Lead production support onboarding for new teams, ensuring operational readiness and process alignment.


Key Achievements:

- Reduced incident resolution time by 30% through proactive issue management and automation.
- Improved NPS in 40 pp by implementing feedback loops and customer-first support practices.

Senior Service Delivery Manager

Retail Consult

- Led the Service Management practice, standardizing the SDM processes by developing a customized way of working based on ITIL 4.

- Established a Shared Services structure to provide centralized support for multiple clients, improving efficiency and cost management.

- Managed B2B customer relationships across EMEA and Asia, overseeing account revenue, margins, and customer satisfaction.

- Lead pre-sales efforts for new support accounts, estimating effort and cost, preparing SOWs, and presenting tailored service solutions to potential clients.

- Supervised end-to-end support operations, ensuring incidents, requests, and problems were effectively handled via ITSM tools like ServiceNow.

- Developed and maintained service reports, monitoring KPIs such as SLAs, MTTR, and NPS, and delivering insights to clients.


Key Achievements:

Increased client satisfaction by 25% through enhanced service procedures and KPI management.
Successfully onboarded multiple large-scale clients, ensuring seamless transitions to support.
Implemented a centralized support model for retail and supply chain clients, optimizing operations and reducing downtime.

Head of Service Delivery Management

- Managed a high-profile support account for a major British e-commerce retailer, ensuring a smooth transition from project to support phases.

 Supported testing and post-go-live stabilization, producing detailed service procedures and runbooks.

- Regularly discussed SLAs and generated periodic reports to monitor and optimize KPIs.

- Played a critical role in establishing a Shared Services structure, centralizing support for retail and supply chain clients.

- Collaborated with client stakeholders to ensure service alignment and continuous improvement.


Key Achievements:

- Reduced post-go-live issues by 30% through effective knowledge transfer and documentation.

- Improved operational efficiency for retail clients through centralized support and proactive problem management.

Logic Information Systems

- Established a Shared Services support structure to manage multiple retail clients, streamlining operations and reducing costs.

- Managed the pre-sales process for B2B support accounts, estimating costs, preparing SOWs, and presenting service proposals.

- Provided Oracle Retail support to a travel retail client across Brazil and Italy, focusing on merchandise, fiscal, and planning modules.

- Led a 14-member support team, across Brazil and Portugal, ensuring high-quality service delivery.

- Played a pivotal role in migrating the ITSM tool from Redmine to ServiceNow, improving incident handling and reporting.

- Presented weekly progress indicators to the account manager, showcasing account evolution and service improvements.


Key Achievements:

- Improved client satisfaction by reducing incidents by 15% through process improvements.
- Migrated ITSM tool to ServiceNow, streamlining incident and knowledge management.
- Implemented a support structure for large retail clients, ensuring scalable and efficient service.

Senior Service Manager

- Managed Oracle Retail support transitions, setting up initial support processes and defining team sizes and scopes.

- Established initial knowledge bases and managed the first six months of support for new accounts.

- Played a key role in establishing centralized support processes for multiple retail clients.



Key Achievements:

- Ensured smooth service transitions for multiple Oracle Retail clients.
- Enhanced support scalability through the implementation of centralized knowledge management.

Service Transition Manager

- Delivery Manager for Oracle Retail support and development for Latin America's largest e-commerce company.

- Supported ORMS and ORFM modules, developing enhancements to meet the growing demand in a dynamic market.

- Contributed to the development of a Shared Services support model to handle multiple retail accounts efficiently.


Key Achievements:

- Successfully developed improvements that absorbed a 40% increase in system usage.
- Streamlined support operations for large retail clients, ensuring continuous service improvement.

Service Manager

Wipro Technologies

Three years of experience in Application Support and Maintenance. Experience with management, support, development, and Maintenance of Oracle Retail. I participated in a project supporting Brazil's most prominent e-commerce retailer.

Oracle Retail Senior Consultant

I Help IT Company Leaders Transform Their LinkedIn Profiles into Client Magnets | 7 x LinkedIn Top Voice

I am an accomplished Senior Service Delivery Manager with a strong track record in IT operations management and vendor management. With years of experience leading large, cross-functional teams in the delivery of high-quality IT services, I specialize in optimizing service operations and enhancing vendor relationships to consistently meet and exceed SLA and KPI targets.

In my career, I’ve successfully overseen global IT operations, managing multi-vendor environments and ensuring seamless integration across multiple platforms such as Oracle, Salesforce, and AWS. My expertise in vendor management has been instrumental in negotiating service contracts, driving performance improvements, and implementing cost-saving initiatives through automation and streamlined processes.

A key focus of my work has been aligning service delivery with customer-centric metrics such as Net Promoter Score (NPS) and Mean Time to Resolution (MTTR), ensuring that both operational efficiency and customer satisfaction are prioritized. I have led the development and implementation of ITIL and ISO 20000 service management practices, driving operational excellence and boosting team productivity.

With extensive experience managing global service operations and large teams across multiple regions, I excel in high-stakes environments that require quick decision-making and a focus on results. My ability to deliver consistent service quality, while maintaining strong vendor partnerships, makes me a valuable asset in any organization looking to optimize its IT service delivery.

Fabio Sausen

Rebecca Jenkins

Sales Director UK & I

RJEN

SECURE, SCALE, RETAIN HIGH-VALUE CLIENT ACCOUNTS

If securing, scaling, or retaining high-value client accounts feels challenging, I understand, I faced these hurdles too.

Many businesses struggle to build strong, lasting relationships with key clients while driving consistent revenue growth. Let’s turn those challenges into growth opportunities together.

ABOUT
As the founder of RJEN and author of Winning Big In Sales, I specialise in helping businesses grow. With over 25 years of experience spanning both entrepreneurial success and executive leadership, I bring a unique perspective to every client.

I've scaled a logistics business to £55 million and held the position of Sales Director of an FTSE 250 company. These experiences taught me the value of a client-centric approach, one that builds deep, strategic partnerships.

CLIENTS
Through my V.I.T.A.L. methodology, I guide mid-sized and enterprise companies helping them achieve sustainable growth and true partnership status with high-value accounts.

My tailored programmes and consulting have driven results across sectors, from technology giants like Cisco to logistics leaders like Rhenus. Here’s what some clients say:

"The techniques and methods I gained helped me deliver significant new business beyond target."
 Cody, PLB Account Manager

“This programme is transformational on many levels. I can replicate the success with all clients to create a massive sales funnel.”
Nisar, Cisco

Alongside sales and account transformation, I offer consulting in strategy development, sales leadership, customer experience, and performance improvement. From Asda to Rhenus Logistics, my approach has delivered measurable results.

A past Veuve Clicquot Businesswoman of the Year finalist and keynote speaker, my mission is simple: to help businesses thrive by building client relationships that last.

→ If you’re ready to elevate your client accounts, let’s connect and explore how the V.I.T.A.L. methodology can drive your success.

Founder | Director

WCF Ltd

Strategic planning and review
Corporate Governance
Financial Performance 
C.S.R.

Non Executive Director

Logistics UK

NED & Vice President

Wincanton

Lane Group

Managing Director

Working with leaders to deliver revenue growth through strategy, execution and scaleable processes. I previously scaled to £55m in annual sales, I now help leaders secure and scale revenue. Author | NED

ARCHITECT YOUR REVENUE GROWTH

Secure, Scale & Sustain High Value Client Wins.

I partner with founders and CXOs to align strategy, trust, and execution into a revenue engine for sustainable multi-million-pound growth.

When growth plateaus, or sales teams struggle to win and expand strategic accounts, the issue is rarely effort. It’s usually a leadership and strategy gap:

• Weak positioning of trust
• Lack of alignment between sales, marketing, and delivery
• No scalable method to secure and expand high-value clients
• Overreliance on senior leaders in every deal

I partner with leadership teams to close those gaps with precision.

WHY TRUST & ALIGNMENT DRIVE GROWTH

Enterprise buyers don’t want another vendor. They want a partner who de-risks execution, aligns with their strategy, and delivers results they can trust.

Trust isn’t soft — it’s the multiplier that creates alignment across your commercial function and turns unpredictable deals into reliable growth.

Most companies fail to land and grow large accounts because they:
→ Sound like suppliers, not strategic partners
→ Struggle to speak the language of the C-Suite
→ Can’t align internal teams around account growth
→ Don’t measure the moments that build long-term trust

I change that by embedding trust, aligning leadership and teams, and executing your revenue architecture.

PROVEN RESULTS

• £250M in new contractual revenue secured
• 130% profitability increase for a logistics firm
• Enterprise wins with Cisco, ASDA, and The Body Shop
• 8.67x growth for a scale-up in under 12 months
• Doubled client lifetime value with aligned account growth strategies

WHO I WORK WITH

I partner with ambitious founders and CXOs ready to:
✔ Break through a revenue plateau
✔ Align leadership and teams around one growth strategy
✔ Build a revenue engine that scales without chaos
✔ Earn trusted-partner status with key clients
✔ Expand and retain high-value accounts with strategic precision

READY TO RAISE THE BAR?
Message me for a confidential conversation,
or download the 2025 CEO Revenue Architecture Briefing in my Featured section.

Working with ambitious business owners and executives to transform sales and business growth.

Key Projects include:
Strategic planning, leadership 
Business growth strategy and implementation
Commercial development

 
Delivery of Sales & Key account transformation programme across various sectors to achieve key account growth, partnership status, success mindset. See testimonials below from Cisco and PLB

"The techniques, skills, and methods that I gained enabled me to deliver significant new business with a totally new project that wasn’t in the budget.” Cody – PLB Account Manager

“This programme is transformational on so many levels, I can replicate the success with all customers to create a massive sales funnel” – Nisar, Cisco

Business consulting - strategy development for Rhenus Logistics
Development of a cross-country key account management and sales strategy.

CML
Business performance consultancy - 
Sales - Winning of profitable accounts.
Customer Experience - Helping achieve silver then gold investors in customers.
Marketing - Positioning of business expertise, increasing lead generation.
Financial Performance - improved financial performance & divisional turnaround.
Leadership – leading sales, marketing team & mentoring of management team.

Asda – To You
Customer Experience Consultancy Project.	
Workshops to develop client pledges to support new market proposition. 

Latham Direct - Business Consulting project 
Development and implementation of the business and marketing strategy. Testimonial below.

'We have won new business and developed a healthy pipeline of prospects, and significantly enhanced our brand image. I would like to say how much I value your support, skills and knowledge throughout". – M. Hughes,  M.D.

Past Veuve Clicquot Businesswoman of the Year finalist
MBA guest Lecturer | keynote speaker

There’s a stage in business that most leaders don’t see coming.
Everything looks fine on the surface.

The pipeline is progressing, clients are renewing, the team is committed.
And yet the business feels heavy.

Not because the leader is failing but because the business has outgrown the architecture that got it to this stage.

I remember this stage vividly when scaling to £55M.
Both leadership and systems had to evolve.
Without this, progress felt heavier than it should.

That same pattern shows up in the scale-ups I advise.

The strain doesn’t show up in the numbers first.
It shows up in the leader.

The turning point is when the leader stops carrying the business
and starts steering it.

Clarifying direction and non-negotiables
Aligning the leadership team to own outcomes, not tasks
Redesigning the system to carry the weight

That’s when the emotional load lifts.
Decisions flow.
Growth becomes resilient.

When growth feels heavy, it’s the signal for leadership and architecture to evolve.

Partnering with CEOs to build revenue that scales - win, expand & retain strategic accounts | Built £55M business | Former FTSE 250 Sales Director | Author of “Winning Big in Sales” | People → System = Scale

I sat in on a leadership meeting last week.
45 minutes reviewing sales numbers.
0 minutes on client relationships.
0 minutes on what we’ve learned.

Afterwards the manager turned to me and said:
'I don’t know why our team doesn’t build trust with clients.'

But the answer was already in the room.

The team wasn’t failing.
They were mirroring.

When leaders only ask for numbers, teams optimise for numbers.
When leaders don’t slow down to reflect, teams stop thinking.
When leaders prioritise speed over depth, teams do the same.

And clients feel it too, long before the business does.

They stay polite.
They avoid strategic conversations.
They move towards competitors who feel “closer.”

A slow erosion, invisible quarter by quarter, undeniable over a year.

Client partnerships aren't a process.
It's a climate.

If the leadership climate rewards insight, curiosity, and depth, the team naturally builds partnership.

If the climate rewards velocity and updates, the team learns to trade relationships for activity.

Clients can tell which climate they’re in.

A better question for leaders:
'What behaviour have we normalised?'

Because the culture you tolerate becomes the client experience you deliver
and that impacts client churn, growth and your reputation.

--------------------
Are your team building partnerships or performing activity?
Find out, get a copy of my client account diagnostic.
Comment or message me 'partnership’.

If you're from the UK, you know Comic Relief and Red Nose Day, Pudsey Bear and Children in Need.

But do you know Louis Kennedy - raising over £250M for good causes?

Perhaps not.
And that was the challenge.

They're exceptional at what they do.
Creating massive impact, 
delivering outstanding work, 
decades of expertise.

But being brilliant behind the scenes doesn't automatically translate into recognition and influence with the C-suite at target accounts.

Grant Morgan (CEO) invited me to help solve this.

We built a strategic white paper that repositioned them as thought leaders, shaping the future of charity partnerships.

The result?

→ Strategic narrative now used in every pitch and event
→ New conversations with major brands and retailers
→ Renewed authority and influence with the C-suite 

Grant's words:
"The white paper allowed us to stamp our authority in this space... 
it has already generated new opportunities, an unbridled success."

This is the shift many exceptional businesses need: 
From being great at delivery to being recognised as strategic partners.

If your business does world-class work but isn't getting C-suite recognition, let's talk.

----------------
Looking for a charity partnership with purpose?
Connect with Grant Morgan at Louis Kennedy.

A founder wasn’t exaggerating when he admitted,

we burned £2,000 debating a £1,000 experiment.

The idea was simple.
A small pilot.
Low risk.
It could have opened a new client segment.
But instead of testing it, they discussed it.
And discussed it. And discussed it.

By the time everyone had weighed in:
• Momentum had gone
• Energy was drained
• The opportunity had quietly moved on
 The business needed certainty before courage.

I’ve seen this pattern in boardrooms with larger sums than this.

Leaders wait until the plan is perfect.
Teams wait until consensus is complete.
And the market? It doesn’t wait at all.

One of my favourite examples:
When the founders of Netflix had the idea of posting DVD movies by mail,
they didn’t build a strategy deck.
They posted one DVD to themselves.
If it arrived in one piece, they’d continue.
It did.
That was the experiment that started everything.

Overthinking is the most expensive form of procrastination in business.
It hides behind analysis, but it’s powered by fear.
Fear of risk, visibility, judgement, imperfection.

In scale up companies, the leaders who break revenue plateaus 
do one thing differently:

They test fast, with clients, not in isolation.

Right now, I’m trialling a new strategy development tool with a CEO I work with.
Not as my solution, as our shared experiment to see whether it sharpens
decision making and accelerates revenue planning in real time.

That’s where innovation lives:
inside the business, not on the sidelines.
Because growth rarely comes from getting it right every time.
It comes from learning faster than the market shifts.

If your team has been discussing more than deciding,
it might be time to trade some certainty for momentum.

AI won’t win your next high value client.
Your revenue architecture will.
And AI should power it, not replace it.

Companies are redesigning how revenue growth happens, 
where AI speeds the motion, and people secure trust and belief.

Buyers are comfortable with AI for efficiency.
But when the stakes are high, they want a person who stands behind the promise.

When belief is missing, speed just accelerates the wrong outcome.
Belief and trust are earned through relationships, judgement, and delivery, the parts where human engagement is vital.

So the real transformation isn’t AI adoption.
It’s building a revenue operating system where:

→ People lead where trust and conviction is formed.
Executive alignment, negotiations, and closing.

→ AI accelerates the work that slows people down.
Research, analysis, reporting, preparation.

The result.
AI speeds the motion.
People secure trust, conviction and belief.
And trust and belief is what closes, renews, and expands high-value accounts.

The future of revenue growth isn’t human or machine, it’s mastery of both.

Success can be the first crack in the system.
A client had just celebrated a major win,
a £400k account, it was hard earned.
 
The kind of deal that lifts motivation and reaffirms confidence.

Two weeks later, it was gone.
Not because of price.
Not because of service.

Because communication slipped while the team 
were firefighting internally.

That’s how it happens.
One email unanswered.
One update delayed.
 
A client already nervous, remembers what happened the last time a supplier went quiet.

The situation was indefensible and the deal unravelled.

No drama
No blame
Just a system at capacity.

Accounts are hard earned.
They can be lost before they start.

The cost isn’t just lost new business.
 ↳It hits morale.
 ↳Reputation.
 ↳Momentum.

It’s a signal, something structural must change.
The system, not people, must hold the weight of new business.

A leadership team told me they wanted to be seen as partners, not providers. 

When I asked, what does partnership mean here?  
The room went quiet. 

Then the answers came...
Trust.
Collaboration. 
Commercial growth. 
Friendship.

All valid. None shared. 

We spent time defining what partnership actually looks like in their business.

Not as a marketing message, but as operating behaviors:

→ Proactively flagging risks before clients see them 
→ Bringing foresight, not just responding to requests 
→ Showing up to difficult conversations, not avoiding them 
→ Making the client's strategic goals their success metrics


Then we used the Transform Key Accounts Diagnostic with their largest client.

Both teams assessed the relationship independently. 
The results showed exactly where they were on the partnership maturity curve, and what specific behaviours would move them up. 

Three months later, they re-assessed with the client.

They'd progressed, now being just one rank below partnership status.

Both sides had clarity on what partnership meant and how to achieve it. 
The client felt it because the team lived it. 

True partnership isn't a positioning statement. 

It's leadership alignment that shapes how every person in your business 
shows up. 

Before asking clients to see you as a partner, ask your leadership team: 
→What specific behaviors make a client feel we are one?
↳Get that answer together. Make it real. 

What does partnership mean inside your business? 

------------
If you'd like to assess where your key accounts sit on the partnership maturity curve, access the Transform Key Accounts Diagnostic, DM me or comment "SCALE"

We walked into a QBR certain we’d nailed it.
Service levels were exceptional.
KPIs were green.
The team felt confident.

But the Supply Chain Director wasn’t his usual self.

There was tension in the room, the kind that made me think, 
once he sees our performance, this will lift.

It didn’t.

Halfway through the meeting he said the words no supplier wants to hear:
'You’re doing a good job, but...
you’re not helping us get to where we’re going next.'

In that moment, the reality hit me.  
We were well aligned to their present,
but nowhere near aligned to their future.

That’s the silent risk in most “good” accounts.

They look strong.
They feel stable.
Until unexpectedly, they’re gone.

Not because of service failure.
But because the client’s world evolved and the supplier didn’t.

We reset the relationship around their 3–5 year goals, 
brought new insight, and jointly collaborated on a strategic project.

That account grew profitably by £10m, and they stayed with us over 15 years.
Others grew and stayed for many years, for the same reason.

Not because we delivered perfectly.
Because we stopped being transactional, and became indispensable.

What about your strategic client accounts?
Where does each client relationship sit?

Transactional → Developmental → Consultative → Collaborative → Transformational.

Most revenue risk lives in the gap between where you think you sit and where the client places you.

If you want the diagnostic that maps this precisely, showing where growth is, or where it's silently slipping, just ask.

Imagine your top client sitting quietly in the corner of your leadership meeting.

Would they hear you discussing their goals, their risks, their future.
or just another round of activity metrics and performance charts?

In most revenue reviews, I see the same pattern:
Plenty of numbers.
Almost no conversation about client insight.
Zero reflection on where strategic client growth will really come from.

And that silence is costly.

It’s where accounts plateau, relationships weaken, and competitors step in.

Here’s the shift that elevates the conversation:
Instead of only asking:

What’s the forecast this quarter?
Start asking:

→ What have we learned about the client’s world that we didn’t know 90 days ago?
→ Where are we helping them achieve their strategic priorities faster?
→ What would it take for us to become indispensable to them?

These questions do three things:

1️⃣ Change the quality of leadership focus
2️⃣Move teams from account management to client growth
3️⃣ Turn reviews into insight-generation, not just number checking

This is where I spend time with CEOs and leadership teams, designing revenue architecture where:

People → Systems = Scale

So if I sat in on your next leadership meeting, 
and your top client was in the room too, 
would they feel like the hero of the story
or a line item on the revenue report?

That answer tells you a lot about future growth.

-----------------

📌 If growth on your strategic accounts matter, 
ask for the Transform Client Accounts Diagnostic.

 It reveals what’s strengthening, and what’s quietly slipping.

taplio

The Battle

Fabio Sausen

Rebecca Jenkins

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