Transformation of Organizational Performance
Working closely with the CEO/Founder of one of the largest privately-held art galleries in the world, developed and led team charged with executing over 15,000 fine art auctions on over 100 cruise ships operating on 6 continents each year.
Accelerated unit revenue growth of this 50-year old enterprise from flat the previous two years to double digits via significant organizational and operational improvements across multiple functions.
Revamped organizational structure, aligned compensation and recognition programs around key performance metrics, and instilled a culture of accountability, responsiveness and professionalism- which delivered record-setting results and vastly improved employee engagement and morale.
Developed customized approach to doing business in Asia, which took this segment of the business from performance laggard to leader within 6 months.
Installed process improvement discipline that reduced client complaints by 22%.
Launched and led new organization responsible for all guest sales and service functions for a major cruise company brand, including Digital/Web Marketing and Revenue, Loyalty Marketing, Shipboard/Shoreside Guest Service, the Celebrity Vacations business, Direct-to-Consumer Sales and Onboard Cruise Sales.
Leveraged synergies between the above organizations to provide best-in-class engagement, sales and service experiences to Celebrity’s guests.
Team attained all major revenue targets and KPI’s, including a 40% improvement in Web conversion rate and a 91% increase in onboard cruise sales in the first year.
Launched and led the direct-to-consumer sales organization for a major premium cruise company brand.
In two years, grew revenue by 52% and revenue contribution by 34%, while reducing cost-of-sale by 20%.
Developed team of 100 Sales and Customer Service brand experts who successfully lifted repeat sales/loyalty rate by 26% in the first year.
Focused efforts on identification and improvement of key performance drivers, training, compensation plan overhaul, enhanced reward and recognition systems, and clear communication of and agreement on expectations fueled the organization’s success.
At a financial services company, in one year transformed a Sales Division from last to first in all key metrics by stressing consultative selling techniques, individual accountability, discipline, and appropriate prioritization of efforts.
Part of that success was derived from the mentoring and development of 2 new Regional Sales leaders, who took their assigned teams to “top 3” finishes in all key metrics among the 12 Sales Regions.