Motion strategy and design
Own the design, continuous evolution, and landing of the VDS operating model for the SMB Upper-Medium segment. Set the where-to-play-and-win strategy across priority solution areas (AIBP, AIWF, CAIP, Security), leveraging CLAS, the Global Campaign Framework, EA and CSP, End of Support, Open Value, CSP anniversaries, expiration-quarter and adoption signals, and CSA/cross-cloud propensity.
Execution and performance
Drive performance to target across Cloud FRA, Copilot NPSA and seat growth, Security, Azure, and TAS by owning the motion’s core ROB with peer PMs. Bring sales insights, readiness, and activation. Identify and close execution gaps, bringing quantitative (performance) and qualitative (next action per cohort) clarity to leadership.
Partner-Aligned Execution (PAE)
Embed Partner-Aligned Execution into the motion — campaign-led, aligned-partner (MPL-pinned SSP) selection, Riley to VDS handoff, vendor-delivery renewal and TAS coverage, and one joint ROB against the outcome contract — so partner-supported business and above-threshold co-sell are captured and accelerated, and Partner Inbound Cosell lands.
Partner with VDS AI Transformation leads to embed Seller Assist and autonomous or agentic AI (Riley) into the motion, ship agentic workflows (Copilot, Cowork, Scout) into production that lift reach, attach, and seller productivity, and work with Cross Sales Motion Orchestration to apply the Nymeria propensity framework to targeting and lead distribution. Quantify the impact in time saved and pipeline or seat lift.
Orchestrate across Digital Customer Outreach, Sales Enablement, CSA programs, business-support operations, and VDS Sales Motions PMs to align signal design, enablement, inclusion and exclusion, and operating rhythms. Synthesize findings into insights and independently solve complex problems.
Executive communication and influence
Own the motion’s narrative for finance and Operating Unit leadership reviews — leading with the “so what,” naming the decision, and driving it with executive presence — and align VDS leads, vendors, and cross-org partners at the GM and CVP level on one quantified view of the book across the Americas, EMEA, and Asia.
Rhythm of business, governance, and reporting
Own targets, reporting, governance, and the monthly ROB — including intake, reconciliation, and inclusion and exclusion — closing decisions within cycle and re-engineering the intake and governance model with business-support operations and cross-org buy-in. Represent the motion in VDS and OU leadership reviews with a clear, data-grounded narrative.