L. Taylor Nixon - Business Plan by L. Taylor Nixon

L. Taylor Nixon EMO TECH – BDC RM

05/08/15 1

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VISION No. 1 Quality + Creativity Evolution of EMO + BDC Orgs Mindset Grow “I” to “We”

MISSION Empower a credible team where Creativity and Quality lead achievements to produce impactful Results; sustainable Growth; and continuous Evolution, while inspiring Oracle at large. 2

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Preparation + Performance Coaching

Business Mgmt

Expanded Reach

BDC + OD Floor Success

 Team Lead

 Go-To-Market, Team Lead

 ODWN, Austin Hub Co-Lead

 80+ Customer F2F Mtgs.

 Trainings

 Stakeholder Relationships

 VP + RM Selected for Hub Events/ Projects

 In-Territory Events

 Mentor

 Field Mgmt. Forecasting

 Continual Education + Marketing Liaison

 Trusted Advisor

 Co-Led Austin’s first BDC Intern Program

 SMD/OD/ Field Go-ToMarket Coordination & Internal Processes

 Recognition (BDC + OD)

 Exec-level support

Resume

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Critical Factors Team + Personal Success  Team Dynamics  Operational Issues  External + Stakeholder Relationships  Personal Development + Awareness Expanded

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Top-Down Initiatives Overall Organizational Success  Growth  Cloud

 Conversion Rates  Stakeholders + Communication

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Example Campaign How are we growing the business?  Goal Increase Conversion Rate  Objectives What factors to consider? –

Activity: Pipeline/ Pipe progression/ # of opps/ Closed Revenue

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How do we hit stretch goal? Divide among 10 reps?

 Strategy What will help us get there? –

Pipeline/Territory Analysis (Operations) What products are most consistently at 40%+ for the territory? What products have highest WIN rate across the board, with least amount of time opened?

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Create campaigns based on top 3-4 products

 Tactics How we’ll execute –

Rush hour focused on open pipe; Pull Fusion for Won/Lost Deals in last FY; Close Plans/JEPs; Social Reach

 Track & Evaluate How to hold OD/ BM & my Reps accountable to convert BDC pipe? – 6

Tie-into 3 Deals with OD/BM (drive relationship/remain active; UFC)

Initiatives to Drive Business How can we increase the value of BDC Org?  Strategic Campaigns – Less Pipe, More Rev

– Operations; Fusion; Internal Tools – Net New: External Driven: Inc. 500, TechCrunch, Local Tech Sites

 Creativity – Set us apart from competition + other teams – Net New Care Packages; Engaging PM; In-Territory Events/ Partners – Challenge teams to activity-driven competitions

 Continuous Learning – Rep-Led Trainings & Team Meetings – RM Cold Calling – lead by example! – WAR Rooms – Collaborate with SCs on Product Scripts 7

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Team + Individual Development  Team + Culture Building – Managing Expectations – Transparent Communication  Trust – Buy-In

– Democracy & Delegation – Rewards  Career Progression – Stack Rank – JEP – Education & Training – Take the Lead – Org Awareness & Ecosystem Engagement  My Growth – Awareness (Self & Surroundings)

– Organizational Buy-In

Expanded

Sample JEP

Mastering the Role Retention + Hiring  Communication + Trust –

Retain headcount (leaving Oracle? Promoted?)

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More Delegation & Responsibility (Open Headcount)

 Quality –

Empty Seat vs. Mediocrity (Protecting my Team!)

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Match Maker

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Character & Skill Set (outside the norm)

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Patient: Take the seat as RM!

 Proactive

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Build your bench

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How many Interviews/ month?

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Personalized HR Recruiting Events

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Social; Career Fair; expand College Network; Internal Referrals

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Establish

Drive

Planning + Action

Effort + Consistency

Evolve

Results + Development

Cocktail to Team Success 10

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Individual

Establish

hello 11

Establish Rep’s 90-Day Vision

Team

Goals/Motivation

Establish Dedication to Team

Territory Experts: Strategic vs. Transactional

Identify Team Lead + Stack-Rank

Virtual Team + Building Relationships

Differentiate + Culture

Pipeline Development + Fusion

Metrics + Reporting

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CLOSING!

Individual

Drive

hello 12

Team

Personal Development Sessions

Accelerate Development 1-1s, Feedback

Prospecting + Customer Relationships

Quarterly Reviews

Develop Opps, Close Plans Pipeline Mgmt

SC/Virtual Team Trainings

Internal Tool + Social Media Mastery

Team Initiatives

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CLOSING!

90 Evolve

Management Development

Individual

Team

BDC + Management Expectations

Key Initiatives (Territory)

Activities + Awards Quarterly Team Challenge

Reflect Relationships + Resources

Closing Process + Procedure; In-Territory Ride-Along

Product Certifications

Mgmt; Team; and Self Assessment + Feedback

Peer-to-Peer Development, Feedback

Leadership Opportunities

Best Practices Forum Managing UP + hello (Mgmt.Edition); Negotiation Mentor 13 Copyright ÂŠ 2012, Oracle and/or its affiliates. All rights reserved. Confidential â&#x20AC;&#x201C; Oracle Highly Restricted

Closed Revenue

CLOSING!

Why Taylor?

L Leverage Resources, 2.5 Years of Oracle & Customer

on Relationships & Continuous Learning from Top Experts.

E Earned Trust of Executives, Internal & Customer Facing. A Apply Knowledge, Successful Transition from BDC to OD. ddddCommitted to Growing the Business & Passionate to Impact ddddOracle at Large. Above & Beyond!

D Dedicated to Oracle to Make a Difference in BDC Org & Oracle at large. 14

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