Anderson Tomaiz

I lead a 120-person SE organization accountable for $3B+ in annual recurring revenue across Americas SMB and Midmarket — roughly 10% of Cisco’s total Americas revenue. I co-own double-digit growth targets and software/subscription expansion with regional sales leadership. What we’ve built: ▪ Win rate: Redesigned when and how SEs enter the sales cycle — moving from reactive technical support to proactive deal architecture. Result: 55% → 80% win rate on SE-engaged opportunities (+25 pts), adding an estimated $180M+ in annually attainable revenue without incremental headcount. ▪ AI-powered GTM: Launched Cisco’s first AI-driven, programmatic SE coverage model for Midmarket and SMB — extending expert reach 10x beyond traditional capacity and reducing cost-per-engagement by ~40%. Now referenced as a best-practice motion across Cisco Virtual Sales. ▪ Revenue growth: Double-digit YoY segment growth with accelerated shift to software and recurring revenue. ▪ Talent: Pushing CCNP certifications within 12 months for all 120 SEs. Measurable impact on deal size and cycle velocity. ▪ Scope: Senior contributor shaping architecture strategy, coverage design, and enablement across Networking, Security, Cloud, Collaboration, Datacenter, and AI for all Americas theaters.

I built this function from scratch. The Global Technology & Talent team was Cisco’s centralized center of excellence for virtual SE organizational readiness — defining technical go-to-market strategy across six architecture domains (Networking, Security, Cloud, Collaboration, Datacenter, AI) and ensuring the worldwide SE and Specialist organization was ahead of every major market transition, not reacting to it. What this meant in practice: ▪ GTM architecture: Defined and executed worldwide technical GTM strategies enabling revenue teams across all global Cisco theaters. ▪ SE pipeline: Led Cisco’s CSAP (Associate SE Program) globally — developing 100+ next-generation engineers. Redesigned the curriculum to embed revenue fluency alongside technical depth, producing deal-ready SEs within 90 days of graduation. ▪ Org transformation: Built a software and programmability development framework for specialist engineers — a replicable playbook now adopted across multiple global SE organizations. This role established the talent and technology infrastructure that the current SE organization runs on.

Expanded SE leadership across Canada and the full Latin American region, building Cisco’s virtual SE coverage model as the primary technical sales vehicle for high-growth markets. Awarded Manager Excellence FY20 — recognized as a top 10% global sales performer for transformational SE leadership, technical differentiation, and commercial impact across four Latin American and Canada markets. Built regional technical advisory capability in priority architecture domains — deepening partner-led route-to-market coverage and driving revenue growth across a geographically complex, multilingual customer base. Operated across three languages (English, Spanish, Portuguese) with teams and customers in the US, Canada, Brazil, Argentina, Mexico, Central America, Chile, and Colombia.

Built and scaled Cisco’s virtual SE model as the primary technical coverage vehicle for the region — establishing the engagement playbook later adopted across broader LatAm virtual sales operations. Led a high-performing multilingual team across Brazil, Argentina, Chile, and Colombia, operating in English, Spanish, and Portuguese.

Zero-to-one build. Following Ciena’s acquisition of Cyan, I established the Blue Planet software and SaaS division across the Caribbean and Latin America — in markets where Ciena had no prior software presence, no regional GTM infrastructure, and no existing customer pipeline. ▪ Built the regional go-to-market strategy for a brand-new SaaS offering in an industry accustomed to hardware-centric vendor relationships. ▪ Designed comprehensive software architecture solutions based on automation, SDN, and NFV for strategic accounts — translating an unfamiliar product into a credible enterprise alternative. ▪ Built the initial sales pipeline from the ground up, establishing Blue Planet as a viable software vendor in the region within 12 months. This role gave me direct experience in the hardest part of enterprise software sales: creating demand and trust for a product no one has heard of, in markets where you have no brand advantage.

Accredited member of Huawei’s Global Solutions Elite Team. Served as Project Director and primary Solution Lead on enterprise contracts exceeding $10M, responsible for the full solution lifecycle from architecture to delivery oversight. ▪ C-level engagement: Primary interface for executive relationships across strategic enterprise accounts — translating complex technology transformation needs into commercial architecture proposals. ▪ Keynote speaker at regional industry events, representing Huawei’s enterprise technology vision in English and Spanish. ▪ Mentored and developed SE and solution team members, establishing a regional delivery and advisory capability that contributed to pipeline growth and deal success.

Seven years. Three roles. One consistent theme: growing from individual technical contributor to leading a team of network architects accountable for some of the most complex contracts in BT’s Latin America region. ▪ As Technical Design Unit Manager: Led the Latin American network architects team, overseeing client network design and major contract delivery and transformation programs for local and global multinational clients. ▪ Revenue accountability: Contributed to over £100M in annual regional revenue — approximately half the region’s total — across pre-sales, design, build, and in-life phases. ▪ Scope: Complex multinational contracts requiring multilingual engagement (English, Spanish, Portuguese) and coordination across global and local stakeholder structures. BT is where I learned that technical credibility and commercial impact are not in tension — they are multiplicative.

PromonLogicalis was one of Brazil’s largest and most respected ICT systems integrators — a Cisco Gold Certified partner serving major telecom operators, enterprises, and government bodies across Latin America. In this role I worked as a Senior Systems Engineer on enterprise client engagements, designing and delivering integrated ICT solutions for complex, multi-vendor environments. This was my transition from pure network engineering into pre-sales and solution architecture — the foundation of the career I went on to build at BT, Huawei, Ciena, and Cisco.

IMPSAT was one of Latin America’s largest IP and fiber infrastructure providers — operating intercity networks and hosting centres across seven countries. It was acquired by Global Crossing in 2007 and later became part of Level 3 / Lumen. As a Backbone Network Engineer, I was responsible for the design, operation, and optimisation of IMPSAT’s network infrastructure in Brazil — working on one of the region’s most significant IP backbone environments during a period of rapid expansion and technology transition. ▪ Designed and maintained high-availability network infrastructure supporting enterprise and carrier clients across Brazil. ▪ Worked across IP routing, WAN architecture, and data centre connectivity in a carrier-grade environment. ▪ This role gave me carrier-level infrastructure depth that later became foundational to my pre-sales and architecture career at BT, Huawei, and Cisco

Intercom–Octet Brasil was a Brazilian network integration and connectivity company serving enterprise clients across the country. As Senior Network Analyst, I designed and managed network infrastructure for enterprise clients, expanding my technical scope into more complex multi-site environments. A progression from my earlier work at Compugraf, this role deepened my experience in enterprise network design and client-facing technical delivery.

Compugraf was a Brazilian technology and telecoms systems company. As a Telecommunications Analyst, I worked on enterprise network infrastructure — designing, implementing, and supporting connectivity solutions for clients across multiple sectors. This was my first full professional role after completing my technician qualification, and the foundation on which I built my network engineering career over the following decade.

GAP was a Brazilian telecom network integrator. As the telecom technician I was responsible for the installation and Maintenance of Newbridge Multiplexers, RAD Converters, and PictureTel Video Conferences.

VIS Tecnologia was a Brazilian telecoms equipment company later acquired by Telemar (now Oi), one of Brazil’s largest telecoms operators. As a Technician Intern, I supported telecommunications infrastructure operations while completing my technical qualification at ETFSP. My first professional experience in the industry I would spend the next 30 years building.

Dissertation subject: The challenges of communication in virtual project teams Given the globalization process and the needing of reduce the delivery time in the development of new products and services, it is noticed that more organisations are using resources working in virtual projects. Virtual team is a group of people who are not physically nearby, but they are linked by a communication channel, which is not face to face, using many other electronic medias. The challenge is to make these teams actually compose and work as a team, committed to a common goal.

12º SIICUSP – an Yearly International Forum for Scientific initiation released by the University of São Paulo USP), November 2004 Paper presented as graduated project: Energy consumption metering using Power Line Communication