Tag Archives: US

Commercial Sales Executive

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iStock_000005932499XSmallOur client provides tools to businesses to improve their cash flow through a proven system that helps companies recover money owed to them. In business since 1970, they serve more than 60,000 businesses, including small businesses, banks, hospitals, retailers, universities, cities, and manufacturers – virtually any organization that accepts checks or extends credit. They have recovered three times more money than their competitors at a fraction of the cost.      

Summary

The Commercial Sales Executive is responsible for new logo acquisition in the commercial business segment; primarily utilities, financial services and communications, but extending to all verticals other than government, education or healthcare. Continue reading →

The Talent Curse

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by Jennifer Petriglieri and Gianpiero Petriglieri

 

TalentThere were many late nights during Thomas’s time at a private equity firm, but two of them really stand out. On the first, he was at a bar. Earlier in the day, his boss had let him know that he was the top performer in his cohort. Over drinks that evening, he struck up a conversation with a partner at a rival firm. “You’re the guy who closed two deals in six months, aren’t you?” the man asked. It was a moment Thomas had dreamed of and worked for since leaving his small town for college, the first in his family, years before.

On the second, he was at his desk, working on a high-profile IPO. He was the only associate on the deal—the kind of assignment reserved for top talent on the firm’s fast track to partnership. Dawn was breaking, and he had no memory of the past six hours, even though his e-mail and phone logs chronicled a busy all-nighter. A neurologist later ran some tests and warned him of the dangers of sleep deprivation. “I would go to bed at five, wake up at seven with palpitations, and go to work,” Thomas recalled. “I never stopped to think that it was wrong. It’s how it works, I told myself. Everyone does it.”

Thomas slowed down briefly after the doctor’s warning but soon came back full throttle. His talent and drive were intact, though somehow he’d lost his sense of purpose. He created an opportunity for the firm to do a $1.3 billion deal, and then surprised his bosses by suddenly quitting. His performance was strong and his prospects bright as ever, but as he put it when we spoke, he had fallen victim to a vicious cycle: “I did not want to step off the fast track, so I could not slow down.” Thomas felt trapped by his firm’s expectations, but his desire to prove deserving of his bosses’ endorsement kept him from challenging the culture or asking for support. He felt both overwhelmed and underutilized, and concluded that this firm was not the right place to realize his leadership ambitions. Continue reading →

Pivots are for leadership — not just strategy

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By Tori Utley

The entrepreneurial journey is not linear – and it’s certainly not easy. Because of this, it’s easy to go the wrong direction, make the wrong decision, or choose a faulty business strategy.

Whether you’re a social entrepreneur solving community or social problems or an entrepreneur bringing new technology to market, there’s one thing you must remember – sometimes you need to admit your mistakes.

Whether it’s pride, aggressive timelines, or keeping your donors or investors happy, it’s difficult to say “we messed up” or worse – “I messed up.” This pride or fear can keep us ignoring both gut feelings and hard data – and ignorance in the face of truth about a mistake doesn’t get your company or your movement anywhere.

If entrepreneurs don’t know how to correct their own shortcomings – leadership style included – it puts the entire organization at risk of failure. Similar to how you run a startup, pivots are relevant in your leadership style, too. Learn to embrace the pivot to become a better leader – and watch your movement benefit in the process.

As a young social entrepreneur, I’ve had to learn the leadership pivot the hard way: after getting it way wrong. Although it’s never comfortable to go through these pivots, this kind of leadership and acceptance transcends through your team – which gets you closer to your ultimate goal of making an impact. Continue reading →

What is top talent and how is that identified?

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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 thirteenth 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.

 

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Steve Rudderham, Vice President, Global Business Services,  Kellogg Company

Steve Rudderham join Kellogg in 2016 as Vice President, Global Business Services. In this role, he is responsible for leading the current operations within GBS, continuous improvement, and global expansion. As well as the day to day operations, Steve is responsible for understanding industry trends, bench-marking against peer companies, and developing programs and projects that drive significant improvements in cost, process quality, and service delivery for multiple functions and global markets. He is also required to identify and leverage best practices, and standardize processes, policies, and practices to deliver significant improvements and savings in line with committed business cases and budgets.

He has 20 years of global experience across Business Process Outsourcing, Insurance and Lighting. He also has a broad operational background having led teams on the ground in the United States, Europe, Latin America, and India. Continue reading →

Global Service Delivery Director

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                                                           Position Objective:

iStock_000005322448XSmall - CopyThe successful candidate will have responsibility for managing the delivery of services to maximize contribution to the success of major global clients. Services include Electronic Payment Services and other Order to Cash operations which include Credit, AR and Collections management, Cash Applications, Billing, and back office finance processing and customer services.

You will have considerable and proven people, quality and continuous improvement, and operational management skills and also possess the stature to effectively represent the business to clients, and a flexibility of approach to respond to changing demands across the business.  You will lead and work collaboratively with colleagues across sites to achieve business, and operational while always focusing on achieving Client goals.

Duties & Responsibilities:

  • Relationship development with key focus to maximize win win outsourcing/Client relationship.
  • Results focused, highly driven individual with an ability to excel in engaging teams and driving in pursuit of key financial targets and KPIs.
  • Deep expertise in Electronic Payment Services (and forms of payment) and Order to Cash processes that include Credit, Accounts Receivable, Collections Management, Cash Applications, and Billing, and back office finance processing, including accounting (Sub and General Ledger) and customer services.
  • Dynamic leadership qualities with the ability to deep dive into process/technology issues while maintaining sight of the strategic client goals – able to effectively balance ‘player/coach’ roles
  • Extensive experience running a Global Operations (BPO teams) with diverse cultural environments and the ability to lead a cohesive team in achieving challenging, quarterly Client SLAs and improvement targets

Continue reading →