Sales Project Manager

ROSEANNE McCAULEY

* ************ ***** **** (***) 963 – 0548

Madison, NJ 07940

*********@*****.***

Executive Summary:

Executive level B2B sales leader, from creating the buying vision and packaging, to building a winning team, to

developing and implementing the base processes needed for sustainability. Extensive experience in

turnarounds and scaling sales teams for growth. Career track record of achieving results, reducing costs and

managing to the P&L. Ability to develop sales strategy and close deals at the C level. Special emphasis on

information content and management, software and services. ERP, CRM and Business Intelligence

Applications

• Scaling and building sales teams for • C Level Solution Selling/Deal Closing

growth

• Change Management and Turnarounds • Results Leadership

• Building Winning Teams • P/L and cost management

Business Experience

FORRESTER RESEARCH 2008- 2009

Forrester is a high growth company that provides pragmatic and forward-thinking advice, research and

consulting to global leaders in technology. FORR is a publicly traded global company based in Massachusetts.

Head of Sales (VP) – IT North America 2008

- 2009

Reporting to the Managing Director of the IT Client Group and member of the Executive Leadership Team.

Responsible for all IT sales to businesses customers in North America. Accountable for all sales channels

including Key, Middle Market, Inside and New Business encompassing $70M in revenue and a $17M expense

budget. Team comprised 85 associates in direct sales and customer support and 9 sales leaders distributed

across North America. Key verticals include Insurance, Financial Services, Healthcare and Energy.

• High growth business model that had never attained goal. Recruited to turn this business around. Recruited

and developed a high performance sales and sales leadership team. Results: Tripled pipeline from $16M

to $45M and am exceeding plan; tracking at 101% YTD. Won Olympic awards for highest individual and

team performance in September and October.

• Reduced selling costs and managed P/L. Developed vision and strategy for sales execution and changed

coverage strategy to extract maximum value from the market. Results: Reduced COS by 15%.

• Developed and implemented processes for Account Planning, Partnership Reviews, Territory Reviews and

Forecasting to stabilize the base and plan for growth. Results: Increased renewals rate from 67% to 84%

and have positioned business for growth.

W.W. GRAINGER 2006 -

2008

th

Grainger is the 5 largest eCommerce Company in the US, providing vendor consolidation solutions delivered

with an outstanding customer experience. GWW is a $6B Fortune 200 company based in Illinois.

Vice President Sales – Northeast 2006 - 2008

Reporting to the Functional VP of the East and a member of the Grainger Senior Leadership Team.

Responsible for Mid to Large business customers in the Northeast. Accountable for $300M in revenue and a

$36M expense budget. Team of 170 consists of 13 District Sales Managers, a Sales Operations Manager and

155 Account Managers located in the Northeast. Key verticals include: Healthcare, Hospitality, Property

Management, Retail Chains and Manufacturing.

• Exceeding revenue and margin targets. Turnaround of revenue results from the worst team to the top team in

6 months. Results: More than doubled growth in 9 months and finished the year over goal and finished as

the #1 Team. Growth rate moved from single digit to double digit. 104% to plan in 2008.

Transformed the sales approach from product to solution selling. Developed training and new customer facing

sales materials to jumpstart pipeline from small project deals to larger dollar annual deals. Invested in team

member coaching and development. Results: Doubled pipeline from $18M to $36 M in 6 months. Instituted a

customer planning methodology and vertical sales strategy.

Quickly promoted high performing team members to larger roles and moved underperforming team members

through a performance improvement process. Instituted a common sales process and methodology. Results:

Increased number of reps at goal from 30% to 68% - significantly above company average. Increased diversity

to 18% of workforce.

ROSEANNE McCAULEY Page 2

DUN AND BRADSTREET INCORPORATED (D&B) 1997 - 2006

D&B is the leading provider of business-to-business content, software and services in the areas of marketing,

supply-chain management, risk management and decision support to integrate into CRM’s, SFA’s or Web

Applications. DNB is a $4.5B Fortune 500 company based in NJ. Key verticals include Insurance, Financial

Services, Communications, High Tech and Energy.

Leader (Senior Vice President) Sales - Major Customers 2005 -

2006

Sales and Marketing Solutions (S&MS)

Reporting to the Leader of the Sales and Marketing Business and a member of the D&B Senior Leadership

Team. Responsible for the US Major Customer Segment comprised of Fortune 500 and high growth

businesses. Accountable for $130 M in annual revenue representing 15% of D&B US revenue and a $15M

expense budget. Managed a national team of 75 major account sales associates located across the U.S. Key

verticals include: Financial Services, Telecommunications, Technology and Insurance.

• Exceeded results. Growth rate 20% annually. Set the bar high, articulated vision and launched best practices

to create common processes across the team. Called on C Level executives. Results: Doubled growth

rate in the first 90 days and again in next 90 days to 4 times the company average. Exceeded plan.

• Created product suites to streamline the sales process and better position for customer business needs.

Analytically developed target new customer acquisition list and acquisition program. Results: Quickly

opened the door to new customer acquisition, which then led to large custom solutions.

Vice President, Eastern Region Sales 2003 –

2005

Sales and Marketing Solutions (S&MS)

Reporting to the SVP Field Sales and Marketing Segment. Grew $75M to $120M in two years. Customers

were comprised of Fortune 1000 businesses on the east coast. Managed a team of approximately 50

management, sales and support associates located on the east coast in 7 offices.

• Exceeded results targets consistently. Two consecutive years of 127% year over year growth, highest growth

segment for D&B. Created best-demonstrated practices for deal management and compliance. Made C

Level sales calls. Raised the bar on deal size, and at the high-end, worked with the product teams to create

custom high dollar offerings and locked customers into multi-year deals. Results: Contributed $19M in

incremental revenue growth per year which was 20% of D&B’s overall organic growth (2003 and 2004) and

80% of the S&MS segment growth in 2004.

• Built high performing team by promoting high potential team members into positions of increased responsibility

and recruiting and developing talent from external sources. Right sized other team members to ensure their

success. Set up coaching and personal development for every team member. Results:

Winning Culture Survey/Employee Satisfaction Index top 1% in the company. 10% of team members

promoted and 2 to the position of VP. All poor performers exited from the team.

Leader (VP) – Business Development and Planning US Sales 2001 - 2003

Reporting to the President US Sales, responsible for all U.S. client sales strategy and channel development for

D&B with annual revenue of $815 M, 5 direct sales channels, (field and telesales), $120M in expenses and

1000 sales and support associates. Served in Chief-of-Staff capacity.

• Reduced cost-of-sales by identifying and eliminating non-revenue producing functions, closing and

consolidating sales offices and reengineering processes for customer support. Results: Reduced total

expense base by $16M while achieving the company revenue targets.

• Successfully reengineered the coverage strategy to systematically reduce rep portfolio size and focus face-to-

face resources on the highest opportunity accounts. Results: Increased revenue in accounts migrated

down-channel 600% over prior year and grew project revenue by 19% over prior year.

ROSEANNE McCAULEY Page 3

• Developed and implemented Gold Customer Service, which encompassed sales and delivery for high-end

customers. Results: Growth from this segment was 50% above other segments and represented 2/3 of all

growth for D&B US in 2002.

• Led organizational assessment and sought investment funding for a new sales model. Led implementation plan

including hiring, training, compensation, target setting and rules-of-engagement, for 70 sales associates.

Results: Strategy increased D&B US revenue by 1 point in 2003.

• Created line-of-sight scorecard for sales leaders with key customers and sales metrics including revenue,

expense, cash, and opportunity pipeline. Results: Quickly identified opportunity areas for mid-course

correction. Identified bad debt situation and changed processes to save the company $1M in expense.

Vice President Sales - National Accounts 2000 - 2001

Led the National Accounts sales channel that represented $75M in sales with 700 customers and a team of

over 60 located in 15 offices across the U.S.

• Negotiated complex and large dollar contracts with C Level contacts. Led the sales force to increase

penetration with customer base for cross-sell and up sell opportunities. Created best demonstrated

practices forums and account planning discipline. Results: Exceeded revenue targets and was the highest

performing sales channel among 5 peer (field sales) high-end channels.

• Directed successful turnaround of National Account Channel. Planned turnover of 35% of the associates and

through strong performance management efforts. Results: Earned a world-class leadership score, which

represented a 17-point increase over prior year.

Assistant Vice President – Business Development National Accounts 1999 - 2000

Developed turnaround plan for the struggling National Accounts Sales Channel, which represented 20% of D&B

US in 1999. Advised sales leaders in identification of key barriers to success and created and implemented

cross company actions plans. Results: Flawlessly led transition of $200M in revenue, 1,500 customers and

125 sales associates with minimum customer disruption and maximum sales productivity

Managing Director – Energy Industry 1997 – 1999

Built and developed a market for D&B Energy Solutions. Created and led the Energy Industry vertical.

Responsibilities included direct sales to CMO’s, product development, alliance creation, sales force training,

pricing and advertising. Sought out to speak at industry conferences and recognized as an expert in the

industry. Results: Increased revenue base from $3 M to $9 M in 2 years. Increased average sale size three-

fold with industry sales 50% above D&B internal average for same products.

PUBLIC SERVICE ENTERPRISE GROUP 1986 - 1997

An $11 billion global energy and energy services company that owns a regulated electric and gas utility and

global power generation assets. PEG is a $10B company headquarted in NJ.

Senior Manager - Customer Intelligence 1995 - 1997

Responsible for providing market insight and business enhancement opportunities on 2.2M customers and the

prospect market. .

• Developed the Customer Data Warehouse for the company’s 2.2 M customers and prospect universe.

Developed customer segmentation and integrated call center data and third party data to form profiles.

Results: Developed on time and within budget. Quickly able to identify trends and risks for product

development and sales.

ROSEANNE McCAULEY Page 4

• Reengineered the customer satisfaction survey and measurement process. Formed a Customer Satisfaction

Steering Committee comprised of the Senior Leader of each business line and implemented a streamlined

survey, increased frequency and developed easy to use scorecards. Results: Received team award.

Allowed the lines of business to quickly understand customer issues and created Enterprise view of the

customer rather then silo view.

• Created and led the Customer Intelligence Practice Area comprised of 20 team members. Results:

Earned top 2% Leadership Feedback Ratings

• Created a model to determine the value of existing customer and prospects in target markets Results:

Insights derived were key in launching 2 new businesses and value M&A candidates.

Additional Positions Held at PSEG:

Business/Strategic Planner – Customer Operations 1994 – 1995

Business Development Analyst – PSEG Holding Company 1992 – 1994

Engineer and Project Manager – Information Technology 1986 - 1992

Education

MBA - Fairleigh Dickinson University 1992

(International Study at Wroxton College, UK)

MS in Operations Research – Fairleigh Dickinson University 1990

BE in Electrical Engineering – Stevens Institute of Technology 1986

Boards and Affiliations

Member NJ 300 – Top 300 Executive Women in NJ 1999 - Present

Board of Trustee Member and Chairman Master Plan – Academy of the Holy Angels 2003 – 2009

Private, independent Blue Ribbon High School in Northern NJ

Education Council Member – SVMS School 2008 - Present

K – 6, Blue Ribbon Elementary School in New Jersey

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