Mark Radkiewicz

• Joined the Yext partner/reseller sales team to curate and then grow net-new strategic reseller partnerships as an individual contributor. The ideal reseller personas consisted of various types of large marketing agencies and back-office software platforms like CRMs and CDPs. We worked off an Annual Contract Value revenue model. During my tenure, I never took a loss in Annual Recurring Revenue on upsell deals that resulted in incremental increases in ACV within a new contractual agreement. I confidently owned and managed account relationships within a book of existing accounts that I inherited to upsell into higher ACV commitments, while also providing outstanding stewardship and customer success. The account management aspect of my role allowed me to provide a consultative and solution based approach to every partner whom I worked with. I would tools like Tableau and Looker to maintain a pulse on all account activity in order to pinpoint and improve platform usage and account health.The majority of large accounts in my book were around $50,000-$100,000 in ACV and the total value of my book was >$1.7M during any given month. Yext is also where I learned and became most familiar with AI and how to best use it for business applications.

Impact & Results:

• Successfully navigated the initial ramp period by meeting monthly targets and establishing a pipeline of key prospects and active growth opportunities.
• Surpassed target in Q3 by hitting 120% to quota. Closed over five deals of $20K+in ACV, of which the largest Q3 deal was $45K in incremental ACV.
• Hit 85% to quota in Q4 with multiple deals over $20K in ACV.
• Initiated an innovative sales enablement tool, Gondola.ai, for our team to increase live demo efficiencies.
• Frequently traveled to key accounts and prospects across the country to build relationships and close deals.
• Represented Yext at vertical-specific conferences to recruit new reseller verticals/personas.

• Promoted to Director of Channel Sales and Partnerships to manage and grow an eventual team of five reps: 2 SDRs and 3 channel sales reps, including myself as the major accounts AE. As a player and coach in a fast-paced environment, I was responsible for all major account sales and growth with a personal annual quota of $2.2M ARR; the annual team quota was roughly around $3.6M ARR. I constantly worked directly with my team to ensure that proper forecasting and pipeline management were accurate. In addition to coaching my team, I would collaborate with the Marketing, Product, and Executive teams from a cross-functional standpoint to drive overall company revenue growth. This included but was not limited to assisting with content creation for inbound marketing, but also directly assisting with the curation of partner-specific content creation.
• Impact & Results:
• Being the first director on the sales team, I was responsible for working closely with my direct VP and C level leaders to build out internal training, processes and documentation for the channel sales team that I hired and managed.
• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
• Established a culture of continuous improvement by fostering open communication channels and empowering employees to voice their ideas.
• Expanded into new verticals outside of automotive, conducting thorough market analysis and establishing key local partnerships.
• The 2 SDRs on my team would eventually move into full closing sale rep roles, which I am proud of aiding in their career development.

• During my tenure as the Sr. Partnership Manager, I was a one-man sales team and the main individual contributor for BuyerBridge at that time. This role was a hybrid approach acting as both the AE and the growth manager of each partner account.
• I was responsible for the full sales cycle: prospecting, qualifying, demo completion and contract closing for all net new reseller partners. The partner personas were consisted of marketing agencies and various type of back office software providers for the end user automotive dealerships. The partnership model was a wholesale to retail and a VAR structure.
• After the initial sale, I onboarded and managed the accounts for MRR upsell growth by way of volume activations on the BuyerBridge ad tech platform. We used a reseller licensing model that we brought to BuyerBridge via our winning channel playbook at BirdEye previously.

Impact & Results:

• Scaled book of resellers from around five to ten partner accounts up to 100 resellers in three years, including several logo brands in the auto industry. The total channel book in revenue when I left the company was north of $3M in ARR.
• Hit a 125% to quota lifetime average during those three years and guided my direct reports to future promotions.
• Won the award as Top Revenue Earner within the entire Dealers United company in 2020. BuyerBridge is the channel sales arm of Dealers United.
• Built out internal processes and documentation for the channel sales team that I eventually hired and managed.

• Actively recruited and managed the growth of digital marketing agency resellers across North America. Provided sales enablement and strategic upselling for large volumes of license activations onto the BirdEye SaaS platform via a wholesale to retail VAR and licensing model.

Impact & Results:

• Achieved a lifetime average of over 110%.
• Personally closed 112 reseller accounts with an average growth of 3-5x per account.
• Successfully set the record for most net new partners in one month on two different occasions.
• Assisted with the interview and training process for new-hire AEs in the channel organization.

• Promoted to Digital Media Specialist 2 to provide corporate-level support for customer inquiries and escalations submitted through Twitter, Facebook, forums, and email. I used my technical background of supporting the full Xfinity product suite and internal architecture to assist with complex Cable, Internet, Voice, and Security issues. Worked closely with various departments throughout Comcast, to help expedite resolution of customer's issues.

• As a Tier 3 Tech 2, my main duties involved phone tech support and the incubation of new products and feature releases. I was picked to be on a special team for root cause analysis on trending issues with X1 beta testers. I would escalate signal and network issues to local market plants, as well as troubleshoot and escalate platform and server-based issues to system engineering and local market teams.