David Kluzak

• The relationship with a marquee account (IBM) was largely tactical. I discovered an opportunity to improve correlated long-term strategic growth planning. First, I created a complex plan to foster a renewed relationship with IBM (several years before acquiring Red Hat, a direct competitor). Once complete, I built the end vision, led negotiations, and coordinated all parties through deal closure. This resulted in a 4-year, multi-million-dollar deal that included unique attributes (like a joint… Show more

• The relationship with a marquee account (IBM) was largely tactical. I discovered an opportunity to improve correlated long-term strategic growth planning. First, I created a complex plan to foster a renewed relationship with IBM (several years before acquiring Red Hat, a direct competitor). Once complete, I built the end vision, led negotiations, and coordinated all parties through deal closure. This resulted in a 4-year, multi-million-dollar deal that included unique attributes (like a joint innovation lab), strengthened relationships with IBM (and even Red Hat), and overcame previous tactical issues. Show less

• Quarterly sales forecast variability fluctuated +/-30%, which frustrated leadership. The SVP NA Sales called upon me to contribute to a solution. I analyzed the data for patterns over the first 50 days, then built a new 13 week/quarterly cadence. After that, I customized and improved the model as needed and proved the quarterly model’s efficacy within the first 90 days. This improved accuracy to just a +/- 4% variance, enabling more effective growth rate predictions and budgeting. This was… Show more

• Quarterly sales forecast variability fluctuated +/-30%, which frustrated leadership. The SVP NA Sales called upon me to contribute to a solution. I analyzed the data for patterns over the first 50 days, then built a new 13 week/quarterly cadence. After that, I customized and improved the model as needed and proved the quarterly model’s efficacy within the first 90 days. This improved accuracy to just a +/- 4% variance, enabling more effective growth rate predictions and budgeting. This was implemented enterprise-wide after three quarters, and I was promoted to VP, Global Accounts as a result. Show less

• The Global CRO promoted me to grow the computer management software sales business to above 5% YoY through communicating a clear value proposition. Within 120 days, I performed interviews to analyze the market, tailored new messaging, and pivoted solutions to CA Service Assurance, which focused on IDC reporting, product integration, and mitigating business loss by improving resolution time. This led to double-digit business growth for several years, more than double management expectations… Show more

• The Global CRO promoted me to grow the computer management software sales business to above 5% YoY through communicating a clear value proposition. Within 120 days, I performed interviews to analyze the market, tailored new messaging, and pivoted solutions to CA Service Assurance, which focused on IDC reporting, product integration, and mitigating business loss by improving resolution time. This led to double-digit business growth for several years, more than double management expectations, and this standardized ROI integrations. Show less

• I discovered an opportunity to modernize a major customer’s implanted neurostimulation devices, which required a physical doctor visit to collect data and adjust. I partnered with the product development team to engineer a solution, drove continual funding and resource provisions, and ensured legal/FDA compliance. The successful launch and rollout enlightened Sales to opportunities outside of the data center market, and the relationship between the customer and VMWare continues to grow and… Show more

• I discovered an opportunity to modernize a major customer’s implanted neurostimulation devices, which required a physical doctor visit to collect data and adjust. I partnered with the product development team to engineer a solution, drove continual funding and resource provisions, and ensured legal/FDA compliance. The successful launch and rollout enlightened Sales to opportunities outside of the data center market, and the relationship between the customer and VMWare continues to grow and expand. As a result, I was promoted to AVP. Show less

• Heightened interactions between strategic alliance partners and clients were needed to enhance industry reputation. To accomplish this, I initially mapped a master document with top accounts from 20 strategic partners against VMware’s accounts. Then over the next 50 days, I spearheaded proactive account planning/engagements and established accountability metrics. This simplified the value proposition, delivered a platform to build client strategies, expanded the pipeline, and was a major… Show more

• Heightened interactions between strategic alliance partners and clients were needed to enhance industry reputation. To accomplish this, I initially mapped a master document with top accounts from 20 strategic partners against VMware’s accounts. Then over the next 50 days, I spearheaded proactive account planning/engagements and established accountability metrics. This simplified the value proposition, delivered a platform to build client strategies, expanded the pipeline, and was a major catalyst in realizing an annual revenue growth of $1B. Show less

• Contractual relationships, structure, and resources were required for growth. After reviewing issues, I partnered with Accenture to build a model to enable companies to migrate to the cloud rather than requiring partners to pre-purchase VMware services. Then, I fueled negotiations and aligned stakeholder needs, all outside a budget cycle. The resulting press-release drove conversations with Deloitte, NTT, Wipro, and more to form a similar partnership, and over 1 year, this team tripled… Show more

• Contractual relationships, structure, and resources were required for growth. After reviewing issues, I partnered with Accenture to build a model to enable companies to migrate to the cloud rather than requiring partners to pre-purchase VMware services. Then, I fueled negotiations and aligned stakeholder needs, all outside a budget cycle. The resulting press-release drove conversations with Deloitte, NTT, Wipro, and more to form a similar partnership, and over 1 year, this team tripled revenue targets. Show less

• Although the Global Accounts team was performing at double-digit annual growth rates, I was promoted by the SVP Global Sales to unlock more untapped potential from the division. Over the next 150 days, I utilized the COMPASS approach to construct a new model. In less than 6 months, this innovative approach secured the first $100M deal, and within the year, secured 4 more $100M deals and 14 deals of $10M+. Because of these successes, I was promoted to VP, WW Strategic Alliances.

• The GM Americas Sales charged me to assist the Canadian sales BU in improving sales, attrition issues, and customer satisfaction. The first 30 days, I defined a vision, built a plan, and secured support from leadership. The next 3 quarters, we trained the Canadian teams while navigating legal differences and language issues. These efforts led to 28% YoY growth and lowered attrition to 5%, and the team grew by double-digits for the next 4+ years, exceeding all leadership expectations.

• The CEO promoted and tasked me to initiate a turnaround and establish cohesion within the Strategic Alliances team, so I planned a strategy to transform the business with a SaaS/Subscription sales model. I created the charter, defined focus partners, established metrics with clearly defined quotas, realigned the team, and set CEO to CEO quarterly reviews. This became SOP as it delivered alignment with corporate objectives, lowered headcount, and in 2 years, grew revenue to $1B.

• The COO charged me to establish controls and structure for the BU’s unique value proposition. First, I transformed the vision from focusing on technology-enablement training for partners to integrating technology into partners’ existing GTM strategies. Next, I identified, quantified, measured, and aligned resources for each partner. These methodologies enhanced visibility, led to a marquee partnership with WIPRO and Accenture, and have become essential to VMWare’s top relationships.