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FB (Questions, Values, My Process, Reason for Leaving, Richard) - Coggle…

- - - - Integrations
    - - Unleashed
      - SalesForce
  - - - Geographical split
      - how orders drop
- - - - Customers are the life blood of a business
        The blood of a business is revenue / sales
        To ensure the blood circulates around a business the customer must be central to all decision making.
      - In previous commercial roles, the customer was at the forefront of every output.
        
        Efm (external customers), regular communication points were a must weekly visits, monthly presentations and open dialog to provide insights on our product and feedback on service performance to tailor solutions.
        
        Smart Energy (external customers) - in the design of finance processes the customer was the central pivot point, ensuring that their experience (in finance applications) were seamless and there was support when variances were uncovered
        
        Smart Energy (Internal customers) - Viability on performance was made readily available to different levels of business to ensure these levels had the guidance to make decisions within their role.
    - - Collaboration comes from many fronts
        
        Understand the problem
        
        Develop the solution
        
        Deliver the outcome*
        
        Without collaboration dimensions will be missing and products / services will likely be inferior
      - In previous roles, collaboration has been the key to successful outcomes
        
        Smart Energy, collaborating with offshore teams to imbed financial processes to support onshore operations.
        
        efm, managing a team of 5 analysts to collobrate with procurement, operations, compliance and sales to deliver supply chain solutions reviews. This involved gaining buyin at the management level and operationalising at the delivery level.
        
        StarTrack, collobrating with departmental managers and support staff to draw out investment cases for new products and obtain funding from the executive board.
    - - Be easy to work with, build quality products, earn respect.
        
        StarTrack - had to influence a broad range of stakeholders to get things done. Key to this was being easy to work with and earning respect, by following through.
        SEG - Showing value and influencing.
    - - Reduce variation, increase quality
        
        SEG - Simply designed, well documented repeatable processes.
        
        efm - quality of analysis presentations and solutions delivering on promises.
    - - Challenge to status quo
        Move fast, take opportunities
        Look for MVP, dont be afraid to pivot
        Seek feedback
        
        SEG - very flat structure, opportunity to improve processes
        
        SEG - need to move fast and bring MVP into production as quickly as possible
  - - - Be passionate and strive to achieve, also deliver this in a positive inclusive way, ensure stakeholders are taken along on the journey
    - - quality is key to long lasting products, services and relationships it oozes reliability
    - - Move quickly to take advantage of opportunities
    - - “to be earth’s most customer-centric company.” Bezos has said his leadership decisions have many times fallen to these simple words.
    - - Customer preferences are always evolving and always will, so let your their needs drive your innovation.
    - - it takes a village to solve a problem, collaboration allows problems to be solved quicker and with a higher degree of accruacy.
- - - - User Oriented
        
        Adoption
        
        Interactions
        
        Churn / Upsell
      - Financial
        
        Revenue per Customer
        
        Products per Customer
        
        Life Timevalue vs Customer Aquisition
      - App Related Stats
        
        Session Time
        
        Gap between Sessions
      - Supply Chain
        
        Landed Cost
        
        Time to Market
        
        Service Stats