Vice President Media and Entertainment

The Senior BPS Sales Executive is responsible for achieving profitable sales growth by managing/closing multiple sales campaigns using deep sales process and offering or product expertise within a complex market or emerging market/white space.

Responsibilities: Grow the Business:  Drives sales opportunities to closure – increasingly selling a mix of defined solutions/extensions and new offerings or products into white space; wide range of service group offerings and deal structures

Develop Key Relationships:  Develops strong relationships with key client buyers: the Divisional head/C-Suite level; client decision making spanning multiple layers of organization.

Services offered: Our client offers strategic Business Process as a Service (BPaaS) solutions that are tailored to help our customers across industries to run, change, and grow their businesses, while enhancing the end-user experience across channels.

Experience:

  • 10- 15 years’ experience in BPS business development in Media and Entertainment
  • Proven ability to develop new BPS business and meet quotas ($2-$5 million)
  • Excellent communication skills and high level of maturity
  • Superior relationship management and networking skills for both internal and external customer/s
  • Excellent client handling skills, with ability to present and articulate various points of view
  • Ability to forge relationships across and throughout the internal organization

Personal Characteristics:

  • The ideal candidate is able to operate successfully in a fast-paced, ever-changing environment.  Energy, drive and an entrepreneurial spirit are necessary characteristics for success.
  • Strong and capable leader, able to win the confidence and trust of his/her team, shape the culture, and exert influence both internally and externally
  • Ability to establish immediate credibility among his/her peers, a professional who is respected for his/her leadership, intelligence and expertise
  • Superb negotiator and communicator

Location:

West coast

If this could be of interest , please let me know

Larry Janis

Managing Partner I Integrated Search Solutions Group

P-516-767-3030 I C-516-445-2377

ISSG I Twitter I LinkedIn

 

WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the twenty-second in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

 

Kevin Campbell, Chief Executive Officer, Syniti

As CEO, Kevin drives the growth agenda of Syniti with poise and at ease. With a solid track record in driving growth at scale, Kevin joined Syniti, formerly BackOffice Associates, as president, global consulting and services April 2018, and was named as CEO in February 2019.

During his 20+ year, 2-term tenure at Accenture, he was Group Chief Executive for Outsourcing and Group Chief Executive Technology where he drove double-digit growth. Kevin was also CO-COO for Bridgewater Associates and COO for Oscar Health based out of New York.

As CEO, Kevin’s leadership remit here is simple: Inspire and empower those around him to deliver on the business’ vision and purpose. He oversees all aspects of our operation while also taking every opportunity to engage with customers, partners, and employees on the ground around the world.

At home and in relaxed mode, Kevin devotes himself to family life and the resulting bike rides and activities that come with such a commitment. He also coaches his children’s sports teams and can often be found at various sports fields hurling encouragement. This has even been turned in to a group activity when they attend Atlanta United FC as season ticket holders. Go five stripes! Continue reading

VP BPO Sales-Property & Casualty Insurance

Vice President of Sales will be responsible for cultivating our clients presence in the market and creating business opportunities with new clients. It is expected that the successful candidate will bring significant experience and has established relationships in the SP&C) North American markets.  The successful candidate should be motivated by winning financial incentives as well as career growth.

The AVP/Vice President, Sales will:

  • Be responsible for the sales cycle; from deal origination to closure (signed contract) to successfully transitioning it to the Account Manager team
  • Bring an understanding of the marketplace and competitor offerings to drive growth strategy and investments
  • Be responsible for New logo sales and account acquisition
  • Be responsible for significantly growing the presence and revenues in the P&C North America BPO market
  • Work closely with Industry Business Heads to target named accounts, new business strategies, and high value / high clients
  • Build a predictable pipeline of new business to generate repeatable and profitable revenues across the various Business Units
  • Develop and execute a Go-to-Market Strategy to hit revenue targets.
  • Execute go-to market plans via targeted campaigns and other sales channels including advisors, influencers, conference attendance, industry events, etc.
  • Collaborate and develop 3rd party and advisor relations to build credibility in the geography
  • Propose, submit, and handle proposals with full ownership and accountability. Work closely with the sales support teams to ensure high quality of all proposals.
  • Bring substantial experience in working with C-Suite executives within the P&C North America domain markets. Typical sales processes include discussions with, Chief Operating Officers, Chief Marketing Officers and Chief Financial Officers.
  • Big-deal experience – proven experience in closing deals with ACV > $5M and TCV > $20M.
  • Play a leadership role in “hunting”, signing and developing luminary/marquee client relationships. These contracts are typically large, complex multi-year deals that require a savvy sales executive accustom to longer sales cycles.
  • Balance multiple, concurrent deals to achieve challenging growth targets.
  • Effectively identify and translate client needs into services. Develop an understanding of customers’ business needs, matching them with capabilities, and developing winning proposals
  • Be a key intermediary between the service delivery team and the customer.

Continue reading

Are You Pursuing Your Vision of Career Success — or Someone Else’s?

by Laura Gassner Otting

You’ve checked all the boxes. You’ve graduated from the right college, held the right internship, flourished in the right graduate program, and landed the right job at the right company. You’ve followed the path that everyone else told you would be the one to lead to success — to your dream job — only to find that your dream job doesn’t feel so dreamy after all.

The good news is that you aren’t alone. Across each generation, the realization that success hasn’t brought with it the expected happiness has created a zeitgeist moment where conversations about purpose, fulfillment, and satisfaction reign supreme. In fact, a 2015 study by Gallup showed that only one-third of the American workforce feels actively engaged in their work.

Each generation is experiencing its own work identity crisis, trying to determine why their work isn’t working for them. Millennials — social media natives who have never lived separate lives at work and at home  —  don’t look for work-life balance, but rather work-life alignment, where they can be the same person, with the same values, at home and in the office. Boomers are turning the standard retirement age of 65 at the rate of 10,000 per day, but are not ready to put their hard-earned toolboxes on the shelf to gather dust. One-third of Americans over the age of fifty —nearly 34 million people — stated that they were seeking to fill their time with some professional (paid or unpaid) purpose beyond just the self. GenXers, finding themselves caught between raising children and nursing aging parents, are looking for work that contributes to managing these demands rather than working against them.

While these generations may differ in terms of what’s most meaningful to them, across each generation, meaning matters. Continue reading

Why People Get Away with Being Rude at Work

by Shannon G. Taylor  Donald H. Kluemper W. Matthew Bowler Jonathon R. B. Halbesleben

Bad behavior at work can have very real consequences. People who experience workplace rudeness, for example, report lower engagement, suffer more mental and physical health problems, and are more likely to burn out and quit their jobs. And nearly all of us are affected by rudeness and other types of workplace misbehavior, like interrupting and exclusion: Estimates suggest 98% of employees are on the receiving end over the course of a year.

Given bad behavior’s prevalence and impact, surely leaders take reports of it seriously, get the facts, and punish offenders, right? Some scholars have noted that, when information about misbehavior surfaces, savvy leaders know better than to blame the messenger. Unfortunately, our research paints a picture that is much bleaker.

We set out to investigate how people in positions of power view victims and perpetrators of workplace misbehavior. We first studied an organization that operates a chain of casual dining restaurants. We gave each employee a list of the names of every other employee who worked in their restaurant, and asked them to report who they were rude to and who was rude to them. We then asked managers to evaluate the behavior of each employee. Across the five restaurants we studied, 149 of the 169 employees (88%) and 13 of the 14 managers (93%) participated. Notably, those employees who reported being victims of rudeness were largely perceived by their managers as perpetrators of rude behavior. And the employees who were reported as being rude to others weren’t seen that way by their managers under two conditions: they had a tight relationship with the boss or were high performers. Continue reading