Alexandre Garcia

• Leadership: Played a key role in scaling the Australian business unit from ~20 to 300+ staff within 18 months, taking a leading role in sales and business development, strategic planning, and people recruitment, training, and development

• Profitability & Operations: Led the turnaround of a PE-backed oncology provider, inc.: i. Established a cash management office to control costs and improve working capital, ii. Implemented clinic-by-clinic P&Ls to improve EBITDA by 10%, iii. Reviewed pricing structure and levels to improve margin by 10+%, iv. Sold non-core assets to generate cash and reduce overheads

• Business Development: For PE clients, developed proposals, points of views on assets, and value creation plans for tech asset, covering topics such as improving positioning according to rule of 40 / of X, go-to-market strategy and model, sales & marketing operational efficiency, R&D roadmap, and in-house vs outsource, and in-shore vs near-shore vs offshore models

• Data Analytics: Defined the value proposition and data analytics approach for A&M to differentiate vs competitors

• Due Diligence: Conducted multiple commercial and operational diligences on buy side and sell-side transactions across software, data centres, CRO, and education

• Leadership: Responsible for CAPEX ($25M) and OPEX (direct $105M) execution and own costs centre of $6M. Built and led a diverse team of 22 professionals across 6 different areas, inc. strategy, planning, operations & governance, data analytics, and new business development, creating a collaborative and results-driven culture

• Growth: Redefined the Go-To-Market strategy and model for the Mid-market using a customer-back approach based on new ideal customer profiles, restructuring Inside Sales and Indirect Channels to double market-share within 3 years

• Operations: Transformed business operations (inc. sales operations, dashboards, pipeline mgmt.), reviewing processes, implementing shared OKRs and deploying cross-functional BU squads to refocus the Op. Model and governance into profitable growth, resulting in the turn-around of net services (+20k) and +6% YoY EBITDA

• Sales & Marketing: Successfully owned Lead Generation & Management ($5M OPEX, $2M CAPEX), leading a cross-functional team to build the first lead generation to conversion engine and a pilot that drove 16k new leads and 1k new services

• Product: Shaped and drove the execution of the product portfolio strategy & roadmap leading to successful execution of key product builds, inc. new hero product now major growth driver, and re-setting strategic tech platform vision & plan

• Strategic Planning: Led Optus Business annual operating plan and execution, gaining approval from the executive committee and the Board and driving its execution across business units

• Data analytics: Pivoted analytics to drive operational efficiency and business outcomes, inc. automation of reporting, saving 60 person-day per yr, and creation of a territory dashboard for localised marketing & sales efforts, improving acquisition rates

• Spearheaded the launch of a successful NewCo from a carve-out, resulting in a 21% ROI within 1.5 years on an initial valuation of $1.1Bn. Defined and executed the 100-day plan, establishing all business foundations

• Led a successful transformational growth strategy and execution model for an ASX100 financial services provider to double profitability in 5 years, resulting in the official communication to investors, managing 25 direct stakeholders including the CEO, CFO, CTO and CSO to create a comprehensive execution plan and roadmap to establish new channels and products

• Designed and drove the implementation of a clean-sheet organisational and operating model for a tech global operations and product delivery organisation (~1,000 FTEs) to focus on efficiency, resulting in $8-10M p.a. in savings

• For a leading enterprise tech organisation, identified root causes for poor revenue turn-on time and reset the sales to product delivery processes, introducing QA metrics and process flags, to address root-causes, resulting in best-in-class cycle times

• Reset the sales operating model to align the go-to-market across Sales, Marketing & Product, enabling the organisation with analytical tools to meet KPIs on market coverage, win rates, and ARPU, adding $6-7M p.a. in bottom-line

• Restructured Commercial Operations of a leading enterprise telco to minimise revenue erosion on service renewals, delivering $7-8M p.a. in benefits

• Led a cross-functional team to design a retail commissions model for a TMT leader to improve customer satisfaction, increase digital adoption by 30 p.p., and generate savings of $10-15M p.a.

•Defined the growth strategy and conducted the vendor due diligence for a $250M chemicals manufacturer and distributor to double EBIDTA in 5 years, inc. analysis of industry trends and competition and definition growth avenues execution plans