MALISSA BOUDREAUX

Sales, Commercial, Marketing, and Operations Strategy, primarily in Energy Services and Heavy Equipment Industries.

Promoted to a newly created role to expand Global Resources commercial excellence initiatives and success across all energy-related Intertek divisions and energy types. Led global assessment and change management plan for sales talent and structure, created high-performance sales and marketing cross-divisional organization and account teams, leveraging all energy-adjacent divisions to create bold sales, marketing and innovation strategies, and sales effectiveness programs aligned with business and operating plans. Created and headed successful teams focused on traditional oil and gas, plus newer high-growth markets including LNG Export, Renewables, Hydrogen (Production and Use-Cases), Electrical, CCS, Battery Storage, and more. Developed and commercialized new service innovations including Intertek CarbonClear, CarbonZero, and Intertek Hydrogen solutions. Managed 15/500 direct/indirect reports within $10M budget and revenue $1B+.

• All objectives achieved while reducing costs 35% and maintaining 20% YOY revenue growth (portfolio group cap).
• Steered teams focused on specific regional government-led/funded opportunities including US (Infrastructure & Jobs Act + Build Back Better Plan), UK (Net Zero Strategy & Stimulus), EU (Green Deal), China (Belt & Road), Saudi (Multi) and more.
• Successfully conceived and launched CarbonClear and CarbonZero, industry’s first energy production lifecycle certification programs providing full transparency on CO2 emissions, and positioning Intertek as an energy transition thought-leader.
• Elevated client, government, industry consortium and investment banking engagements leading to more robust strategies, longer-term contracts and accelerated service development, launch and commercialization.
• Hired and managed employees to maximize productivity while training staff on best practices and protocols.
• Delivered exceptional customer service by implementing best practices and fostering a culture of accountability within the organization.
• Developed and executed strategic initiatives to drive business growth, resulting in higher revenues and market share expansion.
• Championed innovation by encouraging cross-functional teams to pursue creative solutions to complex challenges.
• Collaborated with executive leadership team members on long-term strategic planning that ensured sustainable success for the company.
• Established a culture of continuous improvement, leading by example to drive operational excellence across the organization.
• Strengthened relationships with key stakeholders, fostering trust and collaboration across the organization.
• Led global expansion efforts by entering new markets with tailored product offerings suited to local preferences.

Recruited for a newly created position responsible for structuring and super-charging sales, targeting major capital projects in energy, petrochemical, mining, power generation, aerospace, and other industrial end-markets. Accelerated performance through key pillars of 10X Culture, Strategy, Talent and Execution. Led creation of global collaborative culture and winning mindset, execution pace and focus, commercial intensity and best-in-class talent. Drove new global mega-project opportunity pipeline, prioritization, executive client engagement, opportunity heatmaps, early and targeted actions, regional, segment and account strategies, value propositions, tender content library, and price optimization. Managed team of 20/250 direct/indirect reports in sales, marketing and global account management generating $750M USD across 70 countries.

• Increased margin from 4% to 15% while simultaneously achieving market-leading 16% revenue growth.
• Transformed teams from bidding $1-2M opportunities, to winning share of largest TIC contracts in the world ($80M+).
• Addressed challenges by refocusing global talent, realigning roles, establishing new strategic review boards, streamlined bid, account management and talent review processes, and bringing efficiency through new integrated CRM system.
• Emphasized becoming industry’s Employer of Choice, attracting and retaining top sales and operational talent.
• Built and globally implemented industry-agnostic top-tier sales and new product commercialization training programs.
• Cultivated strong relationships with key stakeholders, including customers, vendors, regulators, and community leaders to promote collaboration and long-term success.
• Led cross-functional teams for the successful completion of major projects, resulting in increased efficiency and client satisfaction.
• Negotiated high-value contracts that maximized profitability while mitigating risks for the organization.
• Developed new revenue streams by identifying growth opportunities and forging strategic partnerships with key industry players.
• Established a culture of continuous improvement, fostering innovation and driving sustainable growth across the organization.
• Leveraged technology to automate workflows and streamline processes, resulting in increased productivity and cost savings across the organization.
• Monitored industry trends, keeping current on latest changes and competition in industry.
• Clarified roles, responsibilities and expectations of staff.
• Enhanced company profitability by implementing strategic business plans and optimizing operational processes.
• Built high-performance teams through effective recruitment practices focused on competency alignment coupled with ongoing performance management processes.
• Championed talent development programs, promoting employee engagement and retention while enhancing overall workforce capabilities.
• Led development of strategic marketing plans to raise awareness and drive sales growth.
• Spearheaded organizational restructuring initiatives, streamlining operations and reducing overhead costs.
• Directed marketing strategies to increase brand awareness, generate leads, and grow market share within highly competitive industries.
• Launched new products or services in various markets by conducting comprehensive market research studies and tailoring offerings based on customer needs analysis.
• Increased sales $[Amount]through aggressive sales program overhaul, market campaigns, and new product launches.
• Enabled revenue generation by pursuing partnerships, sourcing funding, and capitalizing on market opportunities.
• Cultivated company-wide culture of innovation and collaboration.
• Developed innovative sales and marketing strategies to facilitate business expansion.
• Formulated and executed strategic initiatives to improve product offerings.

First Baker Hughes leader selected to head a former GE P&L post-merger. Quickly turned around performance through significant and rapid re-work of service organization (inherited 45-week service backlog), talent, commercial intensity, value-based pricing programs and product launch process.

• Delivered swift results including 25% YoY Orders growth, 10% Sales/Invoiced Revenue, 26% Profit Margin. Service backlog down 50%+ and Price up 2.4%.
• Streamlined service delivery, reducing mean delivery time to 15 days and significantly decreasing revenue outstanding from backlog.
• Resolved years-long service backlog issue, ensuring client retention and contract renewal for critical at-risk contracts (Apple, Boeing, etc.).
• Improved project efficiency with strategic planning, resource allocation, and time management practices.
• Cultivated a positive and collaborative work environment that fostered employee engagement, increased retention rates, and boosted overall team morale.

Attempted Merger with Halliburton (BHI: 2015 – 2016) | Successful Merger with GE (BHI and BHGE: Nov 2016 – Apr 2018). Led global merger planning and shaped the future of the combined organization. Headed development of streamlined integration playbooks and roadmaps, minimizing risks to customers, the corporation, and employees. Built strong team of regional integration managers, mitigating merger risks and achieving company-leading revenue and cost synergies. Fostered a goal-focused and collaborative environment across company cultures, enhancing communication to empower teams, maintain morale and retain key talent and contracts during tumultuous corporate transition.

• Managed HAL merger planning (Eastern Hemisphere), ensuring strict compliance, and collection of $3.5B break-up fee.
• Oversaw successful merger with GE (Eastern Hemisphere, North America), surpassing assigned KPI goals by 30% or more.
• Provided support during mergers and acquisitions, facilitating seamless integration of business operations.
• Led mergers and acquisitions efforts that resulted in successful integrations of acquired entities while maintaining productivity levels.
• Oversaw mergers and acquisitions activities, successfully integrating acquired companies into existing operations while maintaining optimal performance levels.
• Handled multiple mergers and acquisitions successfully, ensuring seamless transitions during complex transactions.
• Played a pivotal role in the successful execution of mergers and acquisitions, providing expert financial analysis and guidance throughout the transaction process.
• Successfully navigated complex regulatory environments during mergers and acquisitions, minimizing disruptions and risk exposure.

Created and executed high-impact sales transformation program to renew momentum after blocked HAL merger, rebuilt sales teams, drove re-optimization of global sales performance and commercial excellence, and quickly doubled falling win rate across major tenders worldwide. Facilitated renewal of accountability, establishment of unified and digitalized performance standards, strategic tender reviews, and re-evaluation of existing processes and sales development programs.

• Created and launched new processes, systems and solutions, including Baker Hughes’ first-ever global sales incentive program.
• Secured buy-in and commitment across all Regional, Global Account and Product Line Leads, resulting in improved profitability and sales-team efficiency across 1,500-person sales team.
• Doubled global major tender win rate YoY.
• Developed strategic plans for business growth, enabling the company to expand its market share and increase revenue.
• Initiated change management strategies that effectively addressed employee concerns while driving forward organizational transformation efforts.

Promoted to lead sales and oversee major strategic tenders across region’s $4.5B revenue portfolio. Developed and retained relationships across major IOCs and NOCs, and fostered strong industry partnerships via sales team in 55+ countries.

• Led mandate to grow revenue and manage price despite turbulent market conditions. Quickly achieved 13% increase in overall win rate and 18% improvement in strategic tender win rate.
• Successfully redirected team towards non-traditional channels in soft market conditions achieving 50% YOY direct sales growth.
• Drove cost optimization by quickly adapting sales organization to industry downturn, reducing cost 40% without missing KPIs.
• Strengthened internal controls by reviewing existing policies and procedures, ensuring compliance with internal and regulatory requirements.

Led breakthrough P&L performance by shattering expectations in adverse market from revenue, market share, profitability and cash generation perspective. Held full P&L responsibility and served as driving force behind new business entry, operational excellence, HSE performance, talent development and relentless customer focus culminating in achievement of 31% YOY revenue growth and 52% YOY field margin growth in a flat market while overachieving working capital plan by 300%.

• Established new opportunities and entered new markets through a network of executive-level relationships. Grew market share and profitability with major accounts across Qatar. Championed high-impact initiatives to improve win rates across all product lines and implemented innovative contract and pricing strategies to significantly improve cash flow.
• 31% YOY revenue growth, 52% YOY field margin growth in a flat market, overachieved working capital plan by 300%.
• Fostered new powerful partnerships with high-level executives, government ministers and agencies in Qatar, enabling quick resolutions involving works councils, immigration quotas, legal terms and other operations-critical matters.
• Steered countrywide interdependent compliance and safety culture. Drove visible HSE leadership resulting in flawless personal and process safety performance, winning HSE Chairman’s award in 2013.
• Implemented new contract optimization program for Qatar, enabling winning and rollover of key contracts, and ultimately contributing to Baker Hughes’ steady growth in a flat market. Exceeded original contract optimization target by 30x.
• Monitored emerging trends within relevant sectors to inform strategic planning processes.
• Improved organizational capacity through the development of policies, systems, and infrastructure improvements.

Drove transformational change to commercial business management, win rates and profitability across Baker Hughes portfolio. Standardized enterprise-wide commercial processes focused on tender, contract and price management performance, training governance across 4,000 sales personnel representing $21B in annual revenues and 120 countries.

• Developed and deployed new strategic opportunity-focused Global Tender team, senior executive-level Strategic Review Board, tender content library, and new comprehensive Sales and Commercial training, development, and mentorship programs.
• Created company’s first standardized commercial excellence processes and systems aligning sales across all product lines.
• Monitored competitor activity, utilizing insights to inform strategic planning and decision-making processes.