Anonymous

Skills

Core skills


• Agile top-down problem solving: Framing the problem and envisioning a solution, determine what key underlying assumptions are necessary for this answer to be correct, determine and execute analyses to prove / disprove assumptions, iterate with major stakeholders to refine and converge.
o Client example: Worked with Exploration Organization of a major to avoid non-productive time and minimize the risk of having to abandon the well, building analytic and machine learning system to finally build a real-time drilling event prediction solution that provides rapid, accurate insight into operations, saving 25% of new well costs.

• Systemic framework building: Building systemic views of the situation based on tangible and traceable facts to craft solutions that reflect the best insights across the full client eco-system and organization and not be constrained by historical flows of data and expertise.
o Client example: worked with COO and CFO of main producers in the Athabasca mineable oil sands area to build an IT common, mutualized and shared central warehouse for the Producers, designed to reduce cost of operation by 40 M$ a year.

• Prioritization and management: focusing on outcomes and values, avoiding unnecessary effort and communication, restructuring approach to bring immediate values to the client.
o Client example: Worked with CFO and SC Management to reduce cost of supply chain IT and refocusing the mission on one part of the operating model to interlock and streamline production and supply supporting a 20% cost reduction along the supply chain.

• Ability to drive change: Building a framework to get the mandate for change deep inside the organization, supporting organizational and operating model change.
o Client example: Working with COO,CIO and HR of a large client to move one part of the IT organization into a services broker operating model, using digital and cloud technologies to accelerate the transformation to a new ‘BTC’ business, gaining mandate for change from the whole organization in 3 months.

• Digital strategy: Providing the strategy tools, concepts and perspectives that allow the Board to develop a strategic response to the new digital possibilities and to align process, tools and organization for effective strategy execution
o Client Example: working with the Board of a major Mid-Stream company to build the digital strategy of the company, defining ‘No Regret’ break, determining digital transformation roadmap from Digital Operating Model to Digital Worker able to sustain a NIbIT increase up to 50 M$/year.



• Digital and AI Innovation: working with the Board to reduce, costs, risks and increase revenues and profit by setting up key digital tools and solutions, bringing competitive advantages.
o Client Example: Assisting Client to securely and reliably collects real-time data to make faster and better decisions regarding supply optimization, prioritization of personnel deployment, detecting faults and reducing repair response times of machinery with enhanced access to client satisfaction, reducing methane emissions in accordance with official governance.

• Strategic Insight capabilities: Assisting the Board of Directors to carve out a business unit as an independent company by analysis of anticipated strategic and financial benefits. Building the approach to insulate and set-up the new company capable of standing on its own in the marketplace.
o Client Example: working with the CFO, COO and CIO of a large company in Europe to prepare the carve-out of the non-green power generation capacity
which will be implemented natively on hybrid clouds on a 4.0 industrial scheme.

About

Jean Joly
France  +33 689 526 426  jean@jjoly.fr  www.linkedin.com/in/jeanjoly

Senior Sales Development Director
Extensive experience leading Sales and BD throughout EMEA and NA

Value sales and business development executive with proven track record of leading teams to overachieve objectives in revenues and profit, developing green spaces and farming existing accounts. Develop sales strategy, defend value-based approach with clients, manage pipelines and budgets, drive pursuit teams, build negotiation plans and achieve significative closings. Define, build, recruit, train and motivate teams, work with practices leaders to penetrate the market and beat competition. Large experience of consulting-based engagement and large deals up to $ 1.2 b.

Area of Expertise

Team Leadership  Sales development  Negotiation  Sales closing  Large deals
Consultative led selling  Talent acquisition and retention Sales reporting
Hybrid model engagement Third Parties relationship JV and consortium creation


Professional experiences

Sales Closing SAS 2020 - 2025
Owner, Freelance on the Market
Interim Senior Manager for large companies in Europe and North America, dealing with Sales development, Merge and acquisition, Practices development, Services Operations, new digital focused business models, new operating models using RPA and artificial intelligence in the Manufacturing, Utilities, Aerospace & Defense and Telecom industries.
Key contributions
• Rebuild and develop the Services Division of a large international IT and Telecom provider
• Prepare and contribute to the merge of multinational Services Divisions for a global IT provider
• Manage and Develop Sales of a large international IT and Telecom provider

IBM Global Services 2019-2020
Executive Consultant, VP IGS EMEA
Market Makers Leader, driving country-based Sales and Business Development Teams to originate, shape, negotiate and close big deals, driving client to their digital transformation journey, contributing to the IBM enhanced cloud development in EMEA.
Key contributions
• Increase the pipeline of significant deals in pursuit backlog, increasing signings and revenues by 20%, and augmenting visibility for IBM and GBS through marquee deals.
• Drive local Sales Team and Business Development Executives to increase the volume, scale, and profitability of transformational propositions for IBM Global Business Services EMEA with leading Clients.


Accenture 2012-2019
Senior Sales Managing Director, EMEA; 2018-2019
Manage local-country sales and business development Teams, coaching and assisting them to deliver highest client’s values and to increase revenues generation through innovative and digital complex transformations. Drive teams to originate and shape new opportunities, using consulting works, origination workshops and account planning reviews
Key contributions
 Generate and manage a sustainable $ 2b pipeline of large deals
 Contribute personally and generate a yearly signing of $ 250M

Senior Resources Sales Managing Director, North America; 2018-2019
Located in Houston, Jean drives origination and big deals sales in North-Americas (USA-Canada-Mexico). He manages and coach local Sales teams to rebuild their growing pipeline and build their power-map with C-level, focusing on digital transformation embedded in consulting and outsourcing deals (BPO, IO, AO) in Energy sector.
Key contributions
 Transform and operate the Accenture resources sales organization in USA, Canada and Mexico and rebuild a sustainable two billion dollars business.
 Rebuild, recruit, and train Sales and development teams to new sales models and digital offerings.

Senior Managing Director, M.A.R.T countries ;2015-2016
Located in Abu Dhabi, Jean Drives the business activity in Middle East, Africa, Russia and Turkey and contribute to the management of the sales forces of Accenture regarding strategy Consulting, IT Consulting, Digital, Analytics and Outsourcing (BPO, AMS, AO and IO).
Rebuild an origination and sales culture in the regions, aligning processes, staffing new teams and pushing a deal generation spirit to overachieve business results.
Key contributions
 Achieving Company Objectives and growing revenues to $ 400 M
 Evaluating, restructuring, hiring and training local teams in the different countries.
 Provisioning resources for delivery and adapting supply to the demand.


CAREER NOTE: Other positions with Accenture: Sales Managing Director France 2012-2014, with Hewlett-Packard: EMEA Business Development Director, Services Director France 2007-2012; CIO of ALSTOM and Suez – 1993-2006. Details of earlier career history available upon request.



Board positions

Member of Alstom Group Executive board, Hewlett-Packard France Executive Board, Accenture North America Management board, Accenture Middle East-Africa-Russia-Turkey Management board, IBM Global Services Sales management board.

Education

MBA Henley Business School - 2003
MS Applied Mathematics (Institut Polytechnique France) - 1985
MS in Computer Sciences (Institut Polytechnique France) - 1985
Artificial Intelligence Pre-Doctorate (University France) – 1986
MS Engineering (Ecole des Mines de Paris) 1996
École Supérieure de Guerre Navale (equivalent USNA) -1994

Training and certification

Certified Principal IT Consulting – 2001
Certified Management Consultant – 2012
Certified Quality Assurance Director - 2013
Advanced Complex negotiations Course -2017
Certified Principal Sales Coach - 2019
Cognitive Practitioner -2019
Agile Coaching and scrum Master- 2020



Language and Sales Management technology skills

Languages: French (fluent), English (Fluent), German (Good), Spanish (Beginner), Arabic (Beginner)
Technologies: Salesforce, SAP, Office

Some key achievements in various dimensions
- Business management
o Reengineering of the French Services Division of Nippon Telegraph and Telephone Company, developing drag-along sales of a major outsourcing deal.
o Contributing to the merge of the different Services Divisions of NTT in Europe
o Resuscitate North America gig deal pipeline for Accenture, creating a sustainable $ 2b pipeline, working with sector management, industry leaders and client account Leaders, scanning market trends and re-aligning account plans.
o Re-focused local Sales Team and Business Development Executives on a ‘hunt for values’ to regenerate IBM-GBS proposition in front of the clients focusing on client values instead of focusing on IBM offering.
o Coaching Sales leaders in Netherland to align proposal to real business pains, increasing significantly the win-rates.

- Team Management
o Rebuilding a services culture in NTT by clarifying role and responsibility, defining profile to hire, organizing training and developing people carrier management paths.
o Rebuilding Business Development Executive team in Accenture Europe, selecting, hiring and training business hunters with different skills and culture.
o Driving recurrent account plans review to find new insights and values for Bank and Insurance clients in central Europe.
o Working with Industry Leads to build new offering and initiate marketing campaign for North American utilities

- Multi-cultural environment
o SAP for Hana migration for SOCAR Turkish refinery under Russian financial control, dealing with complex shaping between Ankara and Moscow.
o Building big deal answer with VIVA, Kuwait telecom company in order to answer to Kuwait Electricity and water, managing shock of culture and different bidding constraints and approaches.

- Origination
o Leveraging my own close contacts with Société Générale Executives to build the Accenture Post Processing Trade subsidiary, Joint venture to process back-office operations for the SGCIB, the investment branch of the bank.
o Opening the door of ARAMCO in Dhahran to push the I-Mom project to reduce cost of the refineries Turn-Over.
o Re-engineering of a contract in renewal phase to move legacy IT delivery to hybrid clouds, reducing drastically the costs of operation and simplifying the transition to the new provider

- Complex shaping
o Shaping a Smart Meters as a service deal in South Africa where Accenture get 8 c per each $ billed through the new smart meters. Deal shaped with local bank for the initial investment, technology suppliers for the equipment, local partners for installation and finally negotiated with the government of RSA.
o Building a non-VIE joint venture for large Bank in Italy, partnering with a local integrator to protect employment and minimizing the risk for Accenture with a joint venture which is not financially consolidated in Accenture accounts which can deliver low margin services to the JV.

- Technology innovation
o Hybrid clouds transformation for a large bank to accelerate the migration of the legacy core banking system to a modern digital native customers-oriented system.
o Pushing smart contracts with suppliers on a private block chain to a distribution company to re-enforce the robotic processing automation of the FMCG products.
o With the support of the MIT, building a deep learning engine to optimize the downtime and maintenance periods of windmills in Italy, reducing maintenance costs by 20%.
o Building digital twins for gas platform in the North Sea to optimize the cost of maintenance and reduce HSE risks.
o Working with Groupama in Italy to implement IOT or car and trucks, building a new business platform allowing the drivers to reduce their insurance costs and allowing to send immediately emergency services in case of crash.