Hyune Hand

Accountable to drive NRR to 12-% through protecting and defending existing installed base of customers by reducing churn rates, proactively ensuring value capture and driving expansion by identifying additive use case opportunities

• Implementing programs to provide visibility into account health and customer adoption.
• Developing customer outreach capabilities and executing strategies to foster long-term relationships with key customers to ensure loyalty and increased CLTV.
• Launching comprehensive Voice of the Customer programs to gain insights into evolving expectations and drive continuous improvement efforts accordingly.
• Aligning product offerings with market demands by closely monitoring industry trends and competitor activities.

Accountable for go-to-market results to drive double digit top line growth while increasing EBITDA at the same rate.

• Strengthened brand positioning by developing targeted messaging tailored to key customer segments, creating more impactful marketing materials.
• Streamlined the sales process for greater efficiency, leading to increased profitability and customer satisfaction.
• Cultivated an extensive network of contacts within target industries, leveraging professional relationships to generate leads and secure new business deals.
• Delivered consistent year-over-year revenue growth through strategic planning, execution of innovative tactics, and diligent monitoring of results.
• Championed product innovation by collaborating with cross-functional teams to identify new business opportunities and drive revenue growth.
• Transformed company culture by instilling a sense of accountability throughout all levels of the organization aimed at achieving specified objectives.

Neustar was acquired by Transunion In December of 2021.

Accountable for Neustar revenue of $740M by leading teams that were managing customer portfolio to protect and defend and grow through retention of installed base, cross-pollinate solutions for upsell while implementing customer success obsession strategy.

• Developed and implemented a strategy to drive revenue growth of a company that was in a flat growth mode due to being heavily focused solely on new business and with no institutionalized discipline on the installed customer base.
• Delivered strategy and execution plan enabling plugging the “leaky bucket” while deepening our customer relationships to longer-term relationships, yielding retention rate from low 80% retention to mid 90% rate yielding revenue from flat to 9% top line revenue.
• Segmented customer portfolio with commensurate investments including evolution of account management teams from tactical account management to strategic relationship management with playbooks to drive customer expansion.

Accountable to yield the acquisition economics of the PE firm; however, it became more of a transformation role which was quickly identified, but took longer for a full acceptance.

• Professionalized the business with data, analytics and process to drive the visibility of the health of the business, test the value proposition and ultimately to identify the levers to deliver the double-digit growth expected.
• Implemented Go-To-Market strategy with quick pragmatic execution plan that resulted in 10x sales growth over two-year period by restructuring Sales into acquisition and retention engines with respective marketing practices, sales training and systems.
• Acquired talent with discipline expertise at all leadership level to increase the readiness of the organization while developing non-existing functional departments.
• Developed a product continuum to drive innovation including inorganic treatment as it was coming apparent that we needed to reboot the solution relevance in the broader market.

Accountable to rebalance the company's concentration of revenue by driving growth for ~50% of DigitalGlobe's revenue ($300M) and the full P&L which included Commercial segments (non-US Government) and International Defense and Intelligence business.

• Drove scale by democratizing imagery assets and establishment of alternative distribution channels globally.
• Built the go-to-market strategy and the operational fundamentals from an engineering-oriented organization to market driven, solution-oriented organization by identifying key vertical segments and driving focus to these segments.
• Revamped our product roadmap positioning and pricing model to become more scalable and ensure resonance with the targeted personas.
• Enabled the realization of growth in non- US government sector and provided the Street confidence of relevance to the diverse markets.

Contacted to return to D&B to ascend into the NA President role which was the ground role for CEO succession plan in 5 years.

Accountable for 60% of D&B customer relationships and 40% of D&B revenue with focus on development of strategy due to insurgence of market disruptors through product innovation, pricing levers and revamping of marketing approach in this highly competitive space.

• Drove the turnaround of this segment to become a growth driver once again for the company by first reducing attrition and cross-pollinating into diversified products.
• Developed an inbound marketing model to identify higher propensity to buy prospects from millions of records to drive greater sales productivity.
• Implemented a multi-tiered approach from digital engine to high-touch customer coverage model to drive retention and customer loyalty.

Accountable for P&L responsibility for Wolters Kluwer's CLS customer segment to go from 120-year-old cash cow business of $200M to a growth portfolio by innovating through vertical channel creating and optimizing the broad set assets that the company provided, but operated very singularly within each business unit.

• Drove top line growth while driving higher margins through structural financial reengineering of direct and indirect distribution channels.
• Developed the infrastructure and processes to drive predictability and operational excellence.

Accountable with P&L responsibility for D&B's $200M Hoover's Internet Solutions subsidiary and D&B's $500M Sales and Marketing product portfolio

• Turned around Hoover's declining revenue trajectory by 13% over a two-year period, going from -6% at end of 2008 to 7% growth at the end of 2009 while driving reduction in expenses by 20%.
• Increased Customer Satisfaction Index score (measurement of overall customer satisfaction and loyalty) year over year to become the highest score ranking of any group in the company.
• Established a new data embedding strategy focused on cloud-based technology as well as launching the company's first mobile solutions.
• Developed and launched a new scalable platform to drive product innovation for Hoover's solutions while championing to scale this platform across other D&B solutions.
• Appointed to become member of Global Leadership Team.
• Global provider of company information and identity for credit, compliance and risk sales & marketing and supply chain functions to make data and analytics-based decisions with confidence.

Accountable to growth growing D&B's alternative distribution channels inclusive of Electronic Licensing, Broker and Wholesaler redistribution.

• Established D&B's Third-Party distribution model as a growth engine by doubling the business from $40M to $80M through the complete reset of the strategic approach of alternative distribution models.
• Built long-term C-level customer relationships, establishing Third Party channel as the industry leader in the market.
• Created the scale of D&B's indirect model and pioneered strategic alliance models enabling a critical growth lever.

Accountable to running the CEO and Chairman's office through managing CEO's directs' performance and evaluation, BOD agenda and company's strategic priorities.

• Identified as top emerging executive and therefore was appointed to report directly to the CEO and Chairman to run the operations of the office, Global Leadership Team staff management, key strategic priorities and the BOD affairs.
• Institutionalized executive relationship program (C-level Customer outreach) to engage Global Leadership team to drive strategic customer relationships.
• Championed company-wide executive value proposition initiative to drive greater relevance of D&B solutions in the market resulting in growth of sales pipeline volume through an accelerated sales cycle.

• Sales Executive responsible for growth of D&B's largest customer relationships (e.g., Citigroup, American Express, Bank of America, Wells Fargo, Prudential) providing strategic relationships as trusted advisor across customer's functional areas: risk and compliance management, sales and marketing and supply management.

• Go-to-Market Enablement accountable to drive global sale by setting-up call centers and programs including sales curriculum for roll out to internal sales channels in China, Hong Kong, Korea, Japan, Singapore, Taiwan, Thailand, India, Argentina and Canada, establishing the D&B brand and relationships with key APCLA customers and local data providers