sales opportunities in Communications and Media and Entertainment

    Communications and/or Media industry, Digital Business Operations Sales

Digital Operations (DO) business unit is one of our client’s highest growth businesses and a critical part of business strategy.  To accelerate this growth even further, BPS is expanding into industries, service lines and markets globally.  One of DO’s strategic growth markets is the Communications, Media & Technology Markets and DO is looking for a highly accomplished, results-driven sales executive to originate, advance, and close large sales opportunities in outsourcing.  This individual will be working with senior client executives and senior leadership to drive sales and business development in a high growth and highly autonomous environment.

Key Responsibilities

  • Market Strategy development – Drive the market strategy for Communications industry segment including but not limited to profitable revenue growth, competitive differentiation, industry partnerships and practice investments.
  • Drive Sales origination for focus segments including wired and wireless carriers, cable and equipment manufacturers.
  • Expand existing P&L accounts, through mining current logos and building new client relationships.
  • Develop trusted relationships with senior client executives, and partner for mutual success
  • Drive best-in-class client propositions, partnering with Solutions, Delivery, Process Excellence and Automation teams.

 

Required Experience

  • Strong understanding of the Communications industry domain, both traditional and emerging convergence with digital-native tech platform companies.
  • Expertise selling across the value chain in the Communications segments across CSPs, Cable and other industry segments
  • Another in Media and Entertainment
  • Proven experience opening new logos, leveraging multiple origination channels.
  • Ability to engage with strategic buyers e.g. CxOs and 1-down levels and hold the relationships.

Preferred Capabilities

  • Relationships at senior levels within the relevant industry segments.
  • Knowledge of how matrix structures work across global markets.
  • Strong analytical and consultative selling approach.

Please let me know if you are interested or know someone who might be…

Thank you,

Larry Janis

Managing Partner, Integrated Search

janis@issg.net

3 ways to create a good first impression at your new job

by Art Markman

Starting a new job soon? Here’s what you need to do.

There is a lot of value in having a good first few weeks at a new job. For one, it’s hard for other people to really evaluate how you’re doing when you first start. It takes a while for new projects to get to a point where they yield results. But, there is evidence that when you have a favorable impression of someone, you evaluate their actions more favorably than when you have an unfavorable impression. This is called “the halo effect.”

It starts before you start 

You should be preparing for your first day on the job even before you get there. If you’re new to a company, you should be reading up on it. Ask your new boss for some information if they don’t provide it. Find out as much as you can about what your responsibilities are going to be.

You aren’t going to be ready to get actual work done before you start, because you won’t know exactly what you’re being asked to do. But the aim is to familiarize yourself with terms you might encounter at work and to have a set of questions you’d like to get answered as you get started. Once you begin the new job, information is going to come at you fast and furious, so the better prepared you are in advance, the easier it will be for you to handle the flood. (more…)

The one interview question that tells you if the candidate is right for the job

BY ANNE MARIE SQUEO

The founder of Proof Point Communications observes that hiring is the hardest thing managers do because they need to both objectively assess and reflect their workplace while getting to the heart of what makes a candidate tick. Here’s what she’s learned about doing it right.

 

Hiring talent is the hardest thing a manager does. Period. I thought I’d cracked the code on this process about a decade ago by conducting multiple interviews, sharing a dinner with front runners, calling references not provided. And yet, my odds of success were about the same as roulette.

(more…)

Can Bad Managers Become Great Leaders?

By   Amelia Haynes

The short answer is yes—if they take the right steps to curb counterproductive behavior.

Science confirms what many executives already know: that good leadership goes deeper than being smart, skilled and visionary.

The true influence of a great leader can be measured only by their impact on others. After all, a leader’s behavior directly affects the energy of their people: in one study, 59% of people said their leader has the largest influence on their personal energy. So the less constructive leaders’ behaviors are, the worse their organizations will perform.

What a leader does—and how they do it—has real consequences for their bottom line. And toxic bosses, research shows, can have wide-ranging negative effects on a business, leading to nearly $24 billion in healthcare costs and productivity lost.

Good leadership requires self-control, emotional energy and effort? The combination of job-related stress, and the energy and effort required for self-control results in what scientist’s call “chronic power stress”: the accumulated weight of responsibility for the success and failure of organizations and their people. Often, the more senior the role, the heavier this burden becomes. (more…)

The Three C’s Of Leadership

by Greg Henderson

If you Google the word leadership, you’ll probably get billions of results. Leadership has become an overused buzzword that we no longer know the true meaning of, much less how to ensure we have it in our organization. Leadership is such a popular topic that practically every leadership website, podcast and article has created its own set of traits for a great leader.

One website might say that you must possess 10 essential qualities, ranging from integrity to agility to being a decisive leader. Another site might say there are only five must-have leadership characteristics, and if you are a strategic thinker and innovator, you will be an effective leader. Yet another source could list a completely different set of traits than all the others.

What are you supposed to do? Who’s right — or mostly, right? Or better yet, who is flat-out wrong?

Experts agree that genuine leaders need specific, identifiable attributes for success. In my experience, where they fail is their inability to identify that it’s the leadership mindset that is the most fundamental quality of all. (more…)