Driving Organizational Impact Throughout Evolving Leadership Roles
Spearheading growth, operational efficiency, and customer loyalty initiatives, while mitigating risk and expenditures for leading SaaS organizations.
As the Chief Customer Officer of SaaS-based insider risk solution, Code42, Eric transitioned and reoriented staff and customer operations to support a new SaaS Cyber security application called “Incydr™,” with Incydr ARR growing from $0M to $50M, while also supporting a very different legacy backup & recovery solution:
Responsible for 50 TAM managed customers, representing $35M in ARR, 120K SMB customers, representing $35M in ARR, and 32 flagship Incydr customers, representing $12M in ARR
Generated 70% customer reference rate for flagship adopters of Incydr
Migrated 750+ on-premises/hybrid customers to the cloud, representing $11M+ in ARR
Decreased on-premises/hybrid to cloud migration time by 40%
Improved ‘time to initial value’ by 40% through more proactive customer onboarding
Increased ‘product use and adoption’ by 30% through new pro-active customer outreach initiatives
Renewal rates exceeding 100% for all managed accounts
Achieved NPS of 50 for new cyber security offering
Support CSAT 97%
As the SVP Global Operations & Chief Customer Officer for technology expense management and lifecycle solutions provider, Tangoe, Eric was responsible for all post sale customer operations supporting $200M in recurring ARR across 1200 global customers:
Served as a member of executive team selling Tangoe to Marlin Equity Partners
Supported the acquisition and integration of “Asentinal™” into Tangoe’s global operations
Reduced solution implementation time by 50%
Improved customer satisfaction by 40% through greater attention on follow-through vs. case closure
Reduced operating expenses by 15% across 1300 global distributed operations, support, and customer success resources
As VP of Customer Advocacy for VMware, Inc., Eric was promoted from VP, Global Support Services to lead a global, Voice-of-Customer, user experience analysis, design, and program management team:
Created and published customer loyalty data/trends for executive/board use, influencing bonus plans and company-wide customer experience improvement programs
Led company-wide UX/CX and design improvements, simplifying education, and the trial and purchase of new cloud services, increasing leads by 200%
Implemented ‘Customer One’ initiative with IT to pre-experience new product installations and upgrades prior to customer release to improve the customer experience
Led of company-wide program to document, publish and communicate product plans to create better strategic alignment with customers
While VP, Global Support Services for VMware, Inc., Eric supported the assimilation of 11 acquired organizations:
Oversaw Americas support and select Global teams, totaling approximately 500 employees, with an annual budget of $50M
Shifted more than 75 resources out of Bay Area to new Mid-West facility for improved customer coverage at a lower cost
Reduced support case backlog by 24% and support case ‘idle time’ by 500%
Improved ‘days-to-close’ by more than 30%
Created “Training Lab”/Global Emerging Product Support to equip/train engineers
Introduced Knowledge Base TV, generating over 24K daily views/10M yearly visits, deflecting 25K cases per year
Established culture/performance management practices to keep annual, unmanaged attrition below 5%
Throughout his VMware tenure, supported organizational growth while revenue grew from $2B to $4.6B
While VP, Americas Technical Assurance Center for Business Objects/SAP, Eric:
Received the 2008 “President’s Award for Customer Commitment”
Directed integration of Business Objects’ support offerings into SAP’s Enterprise Support offering, driving global effort to migrate 80K+ Business Objects customers into SAP’s support CRM system
Reduced annual OpEx by $7M+, introducing operational efficiencies and improvements while increasing customer satisfaction by 10%