Sales Manager

Radhika Modi

*******@*****.*** . 408-***-****

Director, Program Strategy & Support Services

Expertise developing and integrating program management, channel partner programs,

service offerings, and business operations across diverse networking technologies to serve

enterprise and SMB markets.

Profile of Key Strengths

Recognized by management, colleagues, partners, and staff as a key contributor who excels

at integrating processes, teams, systems and technologies to plan and implement corporate-

wide strategic initiatives.

Uniquely skilled at blending strategic vision with tactical excellence, technical

aptitude and participative leadership.

Envisions how new processes and practices will affect the bigger picture; communicates

the vision to inform and engage, and mobilizes others toward a common goal for operational

compliance and continuous improvement.

Leads with a clear vision of how to redefine the status quo into broader business models

for sustained growth; guides large and complex program development and execution, and

applies technology 'best practices'.

Applies strong interpersonal skills and intuitive awareness to positively affect

situations, productivity, and behavior; leadership style is participative, accessible,

communicative, empowering, and inclusive.

Business Process Improvement I% Go-to-Market Planning & Launch I% Change Management

Partner Enablement & Implementation (SIs, DVARs, VARs, Distributors) I% Partner

Performance & Metrics

Global Matrix Management I% Technical Project Management I% Team Leadership & Development

Professional Experience

Cisco Systems, Inc.

San Jose, CA; 1992-2011

Director, Channel Services Partner Program 2009 - 2011

Responsible for: Leading the Cisco Services Partner Program team in consolidating >40

global programs, and instituting one comprehensive global channel services partner

program. Managed six team members. Matrix managed 62 people (channels, operations, IT,

field teams, marcom). Reported to the Director and Senior Director.

Leadership

Managed the program budget ranging from $39M to $54M.

Directed the new global Cisco Services Partner Program (CSPP); established the extended

team structure, and wrote the strategic business plan for global launch including end-of-

life programs. [This program will touch 60,000 direct and indirect VARs and distributors.]

Gained full partner participation; worked with Cisco service sales teams for on-boarding

the resellers, presented to services alliances partners, and collaborated with legal and

finance departments for counsel.

Initiated a new partner services contract process; instituted a standard Business

Relationship contract and defined requirements in an offer-specific Program Guide.

[Eliminated the need for contract renegotiations.]

'Agile' PRD Development

Guided the team to program design completion using the Agile methodology; recommended

design elements and contributed PRD content.

Prepared on-going status presentations to the working Steering Committee for checkpoint

approvals; secured global stakeholder approval and reseller commitment. [80% of the target

partners joined in the first month, and bookings reached $400M after two quarters.]

Business Development

Established the framework to meet the business goals of increased partner profitability

and gross margin; reviewed program strategy and implementation with sales, legal, finance,

product management, global partner organizations.

Identified service sales readiness; defined training needs for channel account sales and

service sales managers.

Determined partner readiness requirements; created multi-track partner training (webcasts

and e-learning), and a Partner Program Guide for partner use.

Approved the final Business Requirements Document (BRD); defined the program's

operational implementation, and ensured that channel policies were clear and effectively

converted into IT implementation.

Radhika Modi . Page 2

Director, Channel Services Partner Program (cont'd)

PMO Strategy

Refocused the program and assumed leadership of the team (services marketing, business

development channel leaders, IT operations, marcom); formalized the resource structure,

established governance, defined the timeline with milestones for execution and delivery.

Launched a successful pilot in North America; on-boarded the first wave of target

partners, and tested the operational implementation elements (IT, operations, partner

acceptance). [Budget was within 3% of variance.]

Team Management

Guided and managed six reports; set project priorities, conducted semi-annual

performance/feedback reviews, and coached team members on project and professional

excellence.

Developed a partner, field and stakeholder escalation process; resolved contract, budget,

operational concerns.

Director, Smart Services2006 - 2008

Responsible for: Establishing this newly-expanded position to manage the development,

project lifecycle, and launch of Cisco's first predictive partner maintenance services

solution. Matrix managed 75 people. Reported to Senior Director.

Leadership

Managed the program budget which ranged from $19M to $25M.

Led the governance of the program and managed the project from concept through

implementation, pilot and GA (Europe and North America); visited distributors and partners

in Japan, India, the Philippines, Bangkok, Germany.

Defined a structure resembling a start-up incubation team; aligned marketing, engineering

and operations.

Brought technical expertise and knowledge of partner business models to the organization;

built a new technology platform and secured partner participation and commitment.

Technical Solution Innovation

Led strategic investigation and design discussions with engineering and IT architects;

structured a solution for this new technology platform, and provided proof-of-concept on

monetizing Intellectual Capital (IC) by translating actions and processes into procedures.

[This created a new paradigm and model for maintenance services.]

Outlined the vision and gained consensus across technical services, professional

services, marketing, and IT; proposed the concept to the Services CIO, articulated and

communicated partner requirements, steered the R&D process, and provided monthly updates

to the Steering Committee of SVPs and VPs.

Strategic Value Proposition

Built a financial tool to measure and track the financial impact of Smart Services sales;

communicated the benefit of this new model to the partners' business, and rolled the tool

out to partners globally.

Worked with an e-commerce vendor to establish them as a distributor for B2B access for

resellers; enabled reseller program eligibility checkpoints and and flexible payment

options.

Partner/Sales Readiness & Adoption

Defined a 'bowling pin' strategy for the initiative to drive continuous, expansive

services resale; sized and analyzed market opportunity, focusing on a Tier 2 partner

subset transitioning to managed services for the first GTM.

Built comprehensive training content for global consumption; field training included the

value of Smart Services and how to sell them, and partner content encompassed how to fold

the new service offering into their portfolio.

Director, Partner Support 2002 - 2006

Responsible for: Redefining the role of the worldwide Partner Support team (charter,

functions, and channel certifications). [Promoted from Senior Manager to Director while in

position.] Managed 35 direct reports. Reported to Senior Director.

Leadership

Managed the program budget which ranged from $17M to $20M.

Led the global team (Brussels, London, Tokyo, Sydney, N. America) to renew focus on

achieving the corporate goals of optimized partner service delivery and margins; managed

DVAR and SI compliance. [The partners produced >$250M in revenue; the team structure and

programs remain in place in 2012.]

Constructed a new leadership team; hired team members based on optimizing and balancing

skills.

Business Consulting for Partners

Introduced Partner Business Consulting; facilitated partner analysis of their services

delivery processes and tools. [Significantly increased partner profitability, and partner

capabilities to deliver superior support to the customers.]

Built a business intelligence tool; enabled partners to track their performance and do

regional comparisons.

Radhika Modi . Page 3

Director, Partner Support (cont'd)

Partner Support Charter

Interviewed the field and stakeholder executives and visited global partners to solicit

input and feedback; analyzed and synthesized the information, defined the market needs,

and re-established the charter.

Designed and implemented a Partner Metrics Central tool for partners to measure their

performance; enabled SIs to conduct internal operational assessments to target areas for

service improvements.

'ITIL' Channel Certification

Led an initiative to embed ITIL lifecycle services content in Cisco Channel

Certification; applied ITIL best practices to plan and implement the networking

technologies. [Partner satisfaction index showed >12% increase.]

Collaborated with product groups to plan and deliver service-related partner training on

emerging technologies (e.g. voice and security); also educated sales teams through the

corporate-wide change management process.

Senior Manager, Technical Assistance Center (TAC) 1997 - 2002

Responsible for: Setting a new direction for inbound customer and partner support on LAN

Switching (embedded in every Cisco product) and Voice (a key emerging technology). Managed

60 direct reports. Reported to Director.

Emerging Technologies Support

Managed the LAN Switching and Voice support teams; set the vision and strategy for

customer support and internal teamwork, grew the team to 50 people through additional

hiring, and selected leaders within the merged teams.

Established continuous training; invited engineers to train the technical aspects of the

technologies on a weekly basis. [The increased training reduced call response time from 60

to 15 minutes.]

Encouraged the team to acquire CCIEs; >50% of the team members acquired the

certification.

Global Process Improvement

Initiated restructuring global TAC support hours; stabilized TAC operations hours in

Brussels, RTP, San Jose, Sydney.

Analyzed call patterns and synchronized schedules to correlate with call volume and

customer service demands; improved operational efficiency, mean-time-to-resolution, and

customer/partner satisfaction.

Corporate Acquisition Planning

Represented the TAC on the Corporate Acquisitions team; integrated Cerent and Monterey

Optical support teams, facilitated access to the global support number, and trained the

new team members on TAC procedures.

Software Manager, Enterprise Network Management 1992 - 1997

Responsible for: Leading a team of software engineers to write code for new releases.

[Promoted from Software Engineer.] Managed six direct reports. Reported to Director.

Delivered the Configuration Manager application for CiscoWorks 1.0.

Guided the team in designing CiscoView, a real-time monitoring product that built a plug-

and-play and platform-independent code base for use on multiple platforms (e.g. IBM and

HP); this device management application was recognized as the Best Managed project in

Cisco during an external ISO audit.

Prior Relevant Experience:

Interlink Computer Sciences - Software Engineer

Drove the successful pilot installation of the newly-built network management software

for DEC and IBM mainframe interoperability; wrote the application enabling ability to

issue commands to DECNET from IBM NetView.

Bank of America - Senior Systems Analyst

Member of the team introducing the industry's one of the first POS system; wrote software

enabling communications between POS terminals and the host.

Education

Bachelor of Arts Degree; Shivaji University, India

Software Programmer; College of San Mateo

Certification

Certified Scrum Master (Agile framework); 2011

Professional Training

Action Learning Forum; selected for this one-year Cisco program to develop General

Management skills; 2006-2007

Customer Advocacy Leadership Development Program; selected for the first class of this

new Cisco program; 2002-2003

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