RESULTS DELIVERED ACROSS JODIE’S CAREER IN THE AUSTRALIAN TECHNOLOGY SECTOR
▶Creating an Enterprise sales motion for growth
THE CHALLENGE
The sales team was using a single approach across SME, Mid-Market and Enterprise segments. Engagement was declining, enterprise traction had stalled, and online service conversion was flat. They needed a differentiated model that could win complex deals and support customers through a major industry shift.
THE APPROACH
▶ Engaged the market to uncover inhibitors, competitive momentum, and customer perception
▶ Conducted role plays and structured feedback assessments to build specialised enterprise capability within the teams
▶ Built a dedicated Enterprise sales model with a strong customer-led support structure
▶ Developed the first customer success engagement model to embed value and drive retention
▶ Facilitated joint workshops and embedded Product Managers into the sales cycle
THE RESULTS
▶Aligning Product, teams and customer experience for Commercial Return
THE CHALLENGE
An established Australian technology company with a broad, multi-product portfolio was experiencing limited growth from its emerging business units. Inhouse development and acquisitions had created disparate teams, overlapping solutions, inconsistent processes, and no unified commercial direction. Products remained in prolonged pilot stages and customer experience was disconnected across touchpoints.
THE APPROACH
▶ Reviewed product suite to identify priorities and sunset low-value offerings
▶ Analysed and re-negotiated stalled pilots into revenue-generating contracts
▶ Introduced a structured framework for pilot → contract → scale
▶ Shifted teams from solution-driven to problem-led product development
▶ Unified Marketing, UX, Digital, and product teams to deliver a connected go-to-market experience
THE RESULTS
▶Creating a repeatable growth process for a Digital Technology Scale-Up
THE CHALLENGE
The company had built early momentum through founder-led growth, but progress plateaued as the sales motion remained product-led and demo-driven. Pipeline was managed in spreadsheets, no customer success function existed, and visibility into customer win/loss deals was limited. The organisation needed a disciplined, repeatable growth process to unlock new markets, ensure maximum retention and growth of existing base and support global expansion.
THE APPROACH
▶ Analysed customer engagements to identify patterns, solved problems, and Ideal Customer Profile (ICP) expansion opportunities
▶ Introduced a Customer Success role with a Quarterly Business Review (QBR) framework focused on retention and value reinforcement to grow from existing base
▶ Built a structured sales playbook and shifted pipeline management from spreadsheets to CRM
▶ Leveraged international networks to open opportunities across Europe, Asia, and the Americas
▶ Established a Partner Channel and Consulting Services arm to extend reach and revenue
THE RESULTS
▶Repositioning a Legacy Market Leader for Modern Growth
THE CHALLENGE
The company was a long-standing leader but had become defined by legacy solutions. Market visibility was low, commercial functions were siloed, and the brand was no longer seen as innovative. With a major new solution approaching launch, the organisation needed to modernise its go-to-market approach and reposition itself as a dynamic technology provider.
THE APPROACH
▶ Aligned Direct Sales, Indirect Sales, Channel, Marketing, Enablement, and Partnerships under a unified commercial rhythm
▶ Delivered a rebrand strategy across the ecosystem along with multi-city launch events to rebuild industry visibility and credibility
▶ Established a new Partner channel to address SME/Mid-Market attrition
▶ Supported the first white-label partnership to activate delivery with joint training, enablement, and pipeline creation
THE RESULTS