Christine Canfield

• Drove net new logo acquisition across a global customer base. • Created tangible metrics for sales, account management, and sales enablement teams to drive predictable revenue models for the business. • Developed new sales motions, including scalable outbound programs utilizing a sales-specific tech stack (Zoominfo, Outreach, Gong). • Led a comprehensive process for quota, budgeting, and commission setting to drive predictable revenue target achievement. Managed, recruited, and coached a world-class team of sales leaders, account executives, and account managers. Key Accomplishments: • Drove bookings growth of 70% • Grew pipeline by 210% • Increased deal size by 80% • Improved sales productivity by 40% • Doubled average salesperson tenure

• Delivered sales revenue growth of 30% for mature markets in North America and leverage a proven Inside Sales capability to grow revenue by 25% in global markets. • Built a best-in-class global Inside Sales capability with a consistent operating model and playbook aimed at targeting SMB and MM customers to deliver operating leverage for Iron Mountain.

• Led the transformation of a small-scale Inside Sales team with emerging capabilities focused primarily on inbound selling & core products to a large high-performing Inside Sales team covering all segments, driving outbound sales targeting new logos, enabled by best-in-class sales tools, processes, and talent. • Grew revenue by over 50% year-over-year, exceeding quota commitments, by establishing a results-oriented culture. • Cut onboarding time in half, with 41% of team members achieving targets by month four and 83% contributing full quota by month six. • Designed career paths, provided stretch assignments, and implemented a culture of coaching and feedback to retain employees and build a bench of candidates resulting in 25 promotions to sales and management positions within the company.

• Selected by executive leadership to integrate Customer Care into the Sales Organization to improve Customer Experience. • Transitioned 600+ office-based resources across global geographies to a fully operational work from home model in one week in order to maintain service continuity during the pandemic. • Increased NPS by 60% and CSAT by 10%, while delivering on productivity targets.

• Built an Inside Sales function from scratch to grow market share, differentiate service delivery, and drive down the total cost to serve. Sold a compelling vision internally and externally, backed by definitive metrics of success. • Converted $45M accounts to Inside Sales and achieved 110% of quota since implementation through optimizing opportunities, implementing pricing programs, and increasing Win Ratio from 35% to 50%. • Implemented customer differentiation programs to drive 30% growth with targeted contractors and premier distributors • Drove a culture of urgency, continuous improvement, and accountability through sales quota assignment and implementation of a Sales Incentive Program to ensure sales targets were met or exceeded.

• Managed 100+ Customer Service associates, turning around very low retention rates. Identified better metrics to evaluate customer experience by focusing on first contact resolution, call quality and call volume. • Led large-scale organizational change by consolidating two geographically dispersed teams, communicating transparently to employees, overseeing the relocation of staff and communicating pending layoffs. Advocated for a retention package aimed at maintaining productivity and a seamless transition. • Designed career paths by aligning tasks and projects with staff strengths. Provided stretch assignments and coaching to build a bench of potential candidates to promote from within. • Built the department's reputation for responsiveness and differentiation by meeting with customers to review each returns case to identify problems and fix systemic issues. Implemented customer operations dashboard. Reduced error rate from 20% to 5%. • Created regionalized front and back-office organization structures by visiting sites and participating in workshops to listen to customer feedback and created roles based on meeting customer needs. • Anticipated and adjusted performance for industry ups and downs. Responded by building and developing staff through training, job shadowing, and immediate feedback on errors during growth periods. Shifted to heavy operational and cost controls to ensure efficiency during downturns.

• Determined market adjacencies and commercial potential for Packaged Systems, with limited initial information. Created offerings that combined piece parts into a system, provided end-to-end project management and delivered service and training. • Overcame disparate ERP and BI reporting challenges by utilizing spreadsheets to create a consolidated view of all projects to ensure proactive portfolio management. • Troubleshot and escalated project issues, taking over the day-to-day meetings and tasks or traveling to the customer site to gain control of projects. • Created Project Management function, collaborated with other functions to determine roles and responsibilities, governance models, job descriptions, and organizational structure. Appointed to run the organization created. • Developed an operating rhythm and created a dashboard to track key metrics for project work. Translated high-level, strategic metrics to tactical, operational ones to solve delivery problems and improve customer expectation alignment.

• Selected by CIO to manage a project that was significantly over budget and not ready for Go Live date. Developed PMO and processes, standards, and tools for project management, resource management, budget management, and change management. • Clarified on the ground situation to the senior leadership team and reset expectations by holding steering committee meetings to match strategic vision to reality. • Executed plan for successful Go Live including final data conversion, training, business deployment, and formalizing the transition to long-term production support.

• Executed the Integration process to combine two profitable segments of the business and fostered working relationships between two previously uncooperative sides. • Built a new Transactional Operational Excellence team, created dashboards to measure training penetration, and realized cost-savings to demonstrate tangible value of the program. Created job descriptions, recruited, interviewed, negotiated offers and onboarded staff. • Drove redesign of the Product Lifecycle Management through workshops with the business to gather requirements on tools needed to track and manage over 500 projects. • Trained over 100 employees in Product Management, Engineering, Manufacturing and Marketing on the new process and tools covering a variety of functions.

• Headed customer-facing and inventory reduction projects, saved $2M and increased customer satisfaction • Led project to redesign pipe packaging, winning a Tyco award. Presented project to 200 people including executive leadership and CEO. Visited customer sites to observe the use of products and collaborated closely with Manufacturing to prototype and determine the best solutions.

• Hired for a competitive two-year rotational program to develop next generation of Stanley Black & Decker leaders • Supervised 30 Packaging and Shipping operators; majority temp, 50% non-English speakers • Implemented heat treatment area expansion project to achieve an EBIT savings of $400K • Executed productivity projects through benchmarking and exploring cost reduction opportunities in low cost countries for the Motors commodity, resulting in over $2M savings.