Ryan Soladay

• Built out our new Enterprise Inside Sales team of 10 sellers covering US and Canada and brought them back into the office 3 days a week
• Developed strong relationships with key industry partners, fostering collaboration and mutual growth opportunities.
• Fostered work culture of collaboration and inclusion to increase morale and reduce turnover.
• Achieved departmental goals by developing and implementing strategic plans and initiatives.
• Reduced employee turnover rates by creating a positive work environment with clear expectations and support systems in place.
• Results Driven - Q1 '25 - Finished 102% to quota which was the first time in over 3 years the Enterprise team had finished over 100%

• Promoted to Global Sales Director May 2023 – Consist of 8 US Account Executives, 2 EMEA Account Executives, 5 SE's, and 4 BDR's
• Built out global business development team and America's commercial sales team from scratch.
• Managing the team included building the following from scratch – onboarding process, sales playbooks, sales skills training, updates on all products, partner relationships, forecasting, CRM hygiene, spiff programs, marketing seminars, lead flow, and Sandler sales skills techniques.
• Led the development of business operation processes and policies.
• Results Driven- Grew ARR from $2M to $13M in under 2 years

• Built out a global business development team and America's commercial sales team from scratch. Also oversaw the search for a new Dallas based office to house our sales teams. Once the office location was determined, I designed and built out the office to accommodate our BDR and sales teams.
• Responsibilities include managing 1 BDR Director who managed 2 BDR managers in America with 12-15 BDR's each, 2 in Singapore, 1 in EMEA, 1 in Japan, and 2 in Australia. I also have built out our Americas commercial sales team with 8 Account Managers and 3 SE's.
• Managing the team included building the following from scratch – onboarding process, sales skills training, updates on all products, partner relationships, forecasting, CRM hygiene, spiff programs, marketing seminars, lead flow, and Sandler sales skills techniques.
• Results Driven - Grew ARR from $20M to $75M

• Responsibilities included managing 2 Sales Directors who each have 8-10 account managers, 1 BDR Director with 10 BDR's, the Director of Enablement and team, the Director of Operations, and our solutions consultant team.
• Managing the team included building the following from scratch – onboarding process, sales skills training, updates on all products, partner relationships, forecasting, CRM hygiene, spiff programs, marketing seminars, lead flow, and Sandler sales skills techniques.
• Working with VP of Channel to help build a channel organization to yield future growth outside of our current direct model. Creating partner portals, deal registration policies, incumbency advantage, tiering, etc.
• Results driven - hit goal of 40% of revenue booked through our channel partners in first 2 quarters of 2019.
• Results driven - Q2 of 2019, we booked the highest revenue in over 3 years, doubling our revenue from Q1.

• ***CA was acquired by Broadcom in my first few months and was laid off with 7000 other global employees***
• Responsibilities include managing 3 managers who each have 8-10 direct reports - digital sales account managers. Digital Account Managers are responsible for making sure customers have adopted our software, and renewed and expanded the business.
• Managing Digital Team includes – the onboarding process, set up training, updates on all products, partner relationships, forecasting, CRM hygiene, spiff programs, marketing seminars, lead flow, and cold calling techniques.
• Working with VP of Channel to help build a channel organization that suits a digital organization to help yield future growth. Creating partner portals, deal registration policies, incumbency advantage, tiering, etc.

• Responsibilities included managing 10 inside sales account managers along with managing our partner program. Our inside account managers are UAR's (Unique Account Reps), meaning they were responsible for their own territory with their own quota. NO teaming model
• Managing Account Managers includes – onboarding process, set up training, updates on all products, partner relationships, forecasting, CRM hygiene, spiff programs, marketing seminars, lead flow, and cold calling techniques.
• Managing all partners within my regions to ensure partner/sales alignment, increasing deal registrations YOY, and working with partner management teams to build out partner success plans to drive new greenfield initiatives across all territories.
• Results Driven -

-Finished 2013 with over 15% YOY growth in my region
-Finished 2014 with 24% YOY growth and 107% of plan
-Finished 2015 with over 11% YOY growth in my region
-Finished 2017 with overall 28% YOY growth (78% YOY growth in my southeast region) and 111% of plan
-Closed 1st million dollar deal in inside sales history (2014)
-Awarded “Team of the Quarter” for Q4 2012 – My 1st quarter at McAfee
-Awarded “Manager of the Quarter” – Q4 2012, Q3 2013, Q1 2014, Q3 2014, Q4 2015, Q4 2016 & Q1 2017
-Awarded “Team of the Quarter” for Q4 2012, Q1 2014, Q4 2015 & Q1 2017
-Awarded Club Excellence in 2017
-Awarded the prestigious award of “Global” Manager of the Year for 2017 at Club Excellence

• Responsibilities included the startup of the Business Development/Lead generation team including management of 5 Business Development Associates.
• Managed Business Development Associates – onboarding process, set up training, updates on all products, vendor relationships, forecasting, spiff programs, marketing seminars, lead flow, and cold calling techniques.
• Creating a partner program from scratch to align with my business development team – deal registration process, partner programs, greenfield initiatives, etc.
• Worked with a 3rd party partner to build and design Salesforce.com to incorporate our business model, which in return made our day-to-day activities more efficient.
• Results Driven - The team generated over 100 net new leads in less than 6 months, resulting in over $20M in net new pipeline

• As a result of personal achievements and contributions related to company growth (from start-up to $30M/year revenue run rate), promoted to Director of Sales.
• Responsibilities included management of a sales team consisting of 2 Managers who each had 8-10 sales associates.
• Manage all vendor relationships – setup training, updates on all products, spiff programs, marketing seminars, lead flow, and executive round tables.
• Develop, implement, and conduct sales training curriculum for all employees – speeding sales growth and profitability.
• Certified in Sandler Sales Training techniques and trained in Sandler Management.
• Results Driven -

-Increased company sales and gross profit by 20% year over year.

-Increased sales productivity per new employee by 18% per year.

-Awarded “Million Dollar Man” award for achieving $1M in Gross Profit

-Awarded President's Club 2003, 2004, 2006, 2007, 2008 and 2010