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

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.

Founder | Director

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

When revenue slows, it’s tempting to look straight at sales.

More often, the issue sits higher up, in how leadership roles are designed, and who actually owns turning strategy into action.

One of the most thought-provoking questions I was asked in 2025 came during a working session with a CEO.

We were deep into a growth discussion, developing the strategy and what needed to change for the business to scale.

After a short break, some fresh air and strong coffee, the CEO asked:

“Are we asking too many people in the leadership team to be strategic?”

It stopped us in our tracks because it challenged something fundamental;
the infrastructure supporting revenue growth, and how strategy would turn into results.

We gave the question a thorough airing and landed on something important.

Not every leadership role needs to create strategy.
But every leader does need to translate the company strategy into clear plans with defined objectives, key results, and milestones, and then execute with pace.

When that doesn’t happen, the risks are big.

→ Ownership starts to blur
→ Priorities compete
→ Revenue slows

We redesigned leadership roles around clear outcomes, directly aligned to the company’s strategic goals.

When roles are built to deliver outcomes, not just hold responsibility, revenue growth becomes more focused, and clarity sharpens.

If growth is lower than you expected, it’s worth looking beyond sales activity.

Ask yourself:
How clearly is the strategy being interpreted?
And critically, who owns turning it into action?

It was a simple question, but it forced a hard look at how strategy becomes action.

That’s where growth is either unlocked, or quietly stalls,

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

It's frustrating to have your flights cancelled, but on this occasion it revealed something I wasn’t expecting. 

Our return flight from Finland to the UK was cancelled last week, and we were taken to a different airport, Rovaniemi.
The official home of Santa Claus. 

I was surprised to see the airport full of excited children who usually visit Santa before Christmas. 

Not this time. 

They had travelled after Christmas to thank him. 

That made me think, because it was a good reminder that value doesn’t end at the moment of delivery. 

In business, we tend to design everything around winning new work. 

The pitch. 
The close. 
The handover. 

But where growth compounds, it starts before new business is secured, and continues after delivery is complete. 

Before, in how expectations are shaped and trust is built. 
After, in how value is reinforced, relationships deepen, and partnerships expand. 

That’s the difference between closing deals and moving on, or building partnerships where value and revenue compound.

When leaders only optimise for the transaction, revenue resets. 
When they design for the full lifecycle, revenue compounds. 

And that difference quietly influences whether revenue accelerates or stalls.

One line in a client meeting summed up why most revenue forecasts are unsupported assumptions.

They were reviewing the year ahead, order book vs opportunity pipeline, when the conversation drifted into “ballpark”.

Someone asked for the number.
Someone offered an estimate.

The MD cut through it:
“I don’t go on guesswork. We consolidate when we have the information."

That’s not micromanagement.
That’s revenue discipline most boards wish they had.

Here’s the rule:
If it doesn’t meet the standard of evidence, it doesn’t get to live in the forecast.

Because the forecast drives hiring, cash, capacity, and the confidence people borrow against.

False confidence is expensive.
A forecast isn’t a feeling, it’s a standard.

Where are you letting “probably” influence decisions that require “proven”?

In a client session, we talked about revenue growth. 
Forecasts, target accounts, resources. 

Then the conversation focused on a handful of clients who take up a disproportionate amount of their time. 

“We spend a lot of time keeping them happy.” 

That statement lingered, because those clients are rarely the biggest. 
They’re rarely strategic, and they’re often harder work than they’re worth. 

They absorb attention. 
They pull teams off course. 
They quietly shape how the business behaves. 

What rarely gets said out loud is this....
When you tolerate clients who will never become partners, you cap your ability to grow the ones who could. 

It’s about taking an honest look at where energy is focused and at what cost to the business. 

Some relationships will never move beyond transactional. 
No matter how much effort you put in, or how well you deliver.

Keeping them feels safe. 
Yet letting them go feels risky. 

But the real cost shows up elsewhere, in leadership time, in team morale, and in the opportunities with greater potential that don’t get the care they deserve. 

The businesses that scale most effectively don’t just win new work. 
They decide, deliberately, who they are building the future with. 
And they design growth around those relationships. 

That decision alone often changes the growth trajectory more than any new sales initiative.

Most revenue problems don’t start in sales.

They start much earlier in how leadership decisions are made, owned, and translated into action.

When strategy is clear but execution is slow, the issue is rarely effort.
 
It’s usually one of three things:
• Ownership is unclear
• Roles are designed around responsibility, not outcomes
• Decisions rely on assumption instead of accountability

Sales teams feel the symptoms.
Revenue reflects the cost.

The root cause sits higher up, in leadership design and operating system.

When leaders are clear on who owns what, how decisions move, and how value is created across the lifecycle, revenue behaves differently.

It compounds.

When this clarity is missing, revenue has to be re-won again and again.

That’s not a sales problem.
This is about how leadership roles and decisions are designed

Over time, certain patterns become hard to ignore.
One of the most common shows up when leaders talk about revenue growth and in the same breath talk about time.

“Business has taken me wildly off track.”

I heard it again last week.
The CRO had come through difficult QBRs.
A key team member was off long-term sick.
The operation was still absorbing the strain of a successful promotion.

This wasn’t about the wrong strategy.
The system slipped when pressure hit.

Growth depended on leadership attention, rather than a system that continues to perform when focus is pulled elsewhere.

I’ve seen the same pattern in large organisations too.

A senior leader steps away, parental leave, illness, transition, and suddenly deals are questioned, priorities reshuffled, accounts re-qualified.

The opportunities didn’t change.
The system stalled.

So if revenue growth feels inconsistent, the question is:
Does your revenue engine run without you, or only when you’re available?

"There’s no growth potential in this account".
That was the challenge I heard.

A senior account executive in a cohort I’m working with, told me it would be impossible to scale one of their strategic clients.

So instead of debating opinions, we went somewhere most account plans never go.

To the Chairman’s Statement.

We read it carefully.
Yes, it acknowledged a tough year.
Pressure on margins, tough competition, course corrections.
But more importantly, it revealed intent.

Clear signals about:
 • Where the business was refocusing
 • Which markets mattered most
 • How they intended to regain momentum

This is how we apply my V.I.T.A.L. framework.
Not through surface-level “account insights,”
but through interpreted insight:

 • The client’s strategic intentions
 • Competitive pressures shaping their sector 
 • The end-user shifts driving future demand
•  Competitor insights 
 
In 30 years of working with MDs and CEOs, I’ve only met one who genuinely had no intention to grow their business.

Unless a CEO has explicitly put a stop on expansion,
there is almost always opportunity inside a key account.

When teams say, “There’s no growth here,”
what they usually mean is:
They're looking at last year’s performance, not next year’s ambition.

That’s why accounts stagnate.
And that’s where progressive teams start asking better questions, and finding opportunity others miss.

If you want to uncover where growth is hiding inside your key accounts, the Transform Client Accounts Diagnostic shows you exactly where to look.

(Find link to it in comments)

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Rebecca Jenkins

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