Stuart Kerst

C3.AI provides a platform and a suite of applications designed to accelerate digital transformation by enabling enterprise organizations to develop, deploy, and operate large-scale AI applications.

• Direct operations for C3.AI's GTM teams, driving productivity gains, and revenue growth.
• Integrating AI, operational cadence, and improved sales processes into existing field strategies.
• Aligning cross-functional teams on operating cadence and business management systems to streamline a one-team philosophy.

Eightfold.ai is a Talent Intelligence Platform that uses artificial intelligence to help Enterprise organizations hire, retain, and upskill their workforce.

• Managed sales, customer, and product operations to enhance operational efficiency, contributing to increased revenue and customer satisfaction.
• Led design and deployment of sales and customer support methodology aligning teams across buyer's cycle, resulting in improved sales win rate and velocity.
• Championed the creation of the Eightfold 3-E model, enabling a value-based sales discussion to accelerate the definition of compelling events in the sales motion.
• Implemented AI strategies across the deal desk, enablement, and analytics to enhance field support SLA, and increase the operational efficiency of teams.

Benchling AI is a cloud-based platform integrating artificial intelligence into enterprise, mid market, and MSB biotechnology R&D workflows to accelerate development

• Led the redesign of silo'd operations team to a COE based revenue operations organization, aligned to the field organization and accelerating revenue growth.
• Defined the organizational strategy, new compensation model, and business management system.
• Implemented demand generation strategies to enhance the quarterly pipeline and stabilize revenue flow.

Workday is a cloud-based enterprise software platform for Human Capital Management (HCM) and Financial Management, providing a unified system for HR, finance, planning, and student administration.

• Led the GTM Field Operations organization, delivering a 2x improvement in revenue per head while improving the rate of AEs getting to quota to over 40%.
• Through consistent business management, value engineering, deal desk pricing solutions, a deep demand generation focus, and sales/GTN strategy changes, I developed.
• Teams varied throughout the tenure, but included Deal Desk, Strategy & Planning, Analytics, Value Management, Field Ops COO's, Demand Management, Business Development, Renewal, and Subscription Management.
• Constant innovation across the GTM, aligned with Field Sales Management, led to incredible field productivity, forecast accuracy, and revenue growth.
• Cultivated a business management focus that evolved field sales leadership into general managers.

HPE is a global IT company providing servers, storage, networking, and hybrid cloud solutions, focusing on edge-to-cloud, AI, and data management for enterprises

• Throughout tenure, was based in Tokyo, Singapore, and then US.
• Directed the HP Enterprise Group (EG) Sales Strategy and Field Operations in Asia Pacific & Japan (APJ). Crafted sales strategy, go-to-market initiatives, and organization design, as well as oversaw the business management system, process, and cadence across the 3,500 sales organizations in APJ.
• Restructured a 200-member strategy, field operations, and enablement team across APJ, improving matrix management efficiency; led the similar design globally back in the US.
• In APJ, led the regional sales reorganization involving consolidation of three business units into one, ten countries into six regions, and cost savings of >15%.
• Drove the go-to-market strategy change, shifting from product line-led sales deployment to account segment deployment. Redesigned and deployed the business management system in alignment with the new GTM model.

SAP (Systems, Applications, and Products) is a leading enterprise software company providing Enterprise Resource Planning (ERP) solutions.

• Supported multiple heads of sales during the first two years in North America, contributing to strategic alignment and sales performance.
• Promoted to the Japan Region, leading Business Operations (a 20-member team), focused on improving overall sales performance through the revolution of the business management system and sales management practices and cadence.
• Sales transformation required the redesign of Sales Operations and Field Operations teams, along with process and systems implementation.
• Focused on driving sales leadership and management practice change, and facilitating cultural shifts in organizational responsibility during implementation.