About Sarah
I am a commercial, change and transformation leader with 20 years experience in relationship building, business development, sales, marketing and client delivery activity in B2B start-ups and global corporations for revenue and profit growth. Amongst my experiences, I have:
- transformed the go-to-market approach for a FTSE10 company’s largest potential multi-vector customers, adding $0.5bn to their sales pipeline in 2 years
- led the transformation of several Fortune5 and FTSE50 accounts across sectors in a ‘Big 4’ management consultancy, in one case to being 50 times bigger in 4 years
- built a start-up management consultancy to $35m of revenue in 3.5 years through brand and early-stage pipeline development
- delivered finance transformation programmes for FTSE350 divisional, asset and group CFOs
Technical skills
Vision Development, Strategy Development and Execution, Business & Operating Model Design and Implementation, Change Management, Customer Segmentation, Market Research, Relationship Development at all levels, Value Proposition Development, Brand Building, Marketing Campaign Design & Execution including Events, PR and Direct Marketing, Account-Based Marketing, Pricing Strategy Development, Partnership Strategy Development & Execution, Proposal Development, Sales, Sales Management and Sales Capability Development, Negotiation, Strategic Account Management, Profitability, Risk and Compliance Management, Process Reengineering, Balanced Scorecard Reporting, P&L Management, Client Feedback Methods and Processes, CRM Design, Implementation and Usage.
Enabling skills
Building Inclusive, Respectful and Enjoyable Working Cultures, Working in a Matrix Structure, Team Leadership and Management, Programme and Project Management, Oral and Written Communication
Industry Sector Experience
Energy, Professional Services, Private Equity, Pharmaceutical, Biotechnology
English
Native or bilingual
French
Basic
Spanish
Basic
Can work on-site
London (up to 50km)
Experience
- Parson Consulting UKHead of MarketingCONSULTING AND AUDITSFebruary 2003 - May 2006 (3 years and 3 months)London, United KingdomOne of the founding team of five. Responsible for developing Parson's brand presence and opening up C-suite relationships in the UK, taking the business from start-up to £35m p/a turnover and 30 staff in three years. Delivered a pre-sales programme of direct marketing, events and PR. Worked closely with internal stakeholders (MD, sales and delivery) to align on priorities based on our market understanding, and external stakeholders, including speakers for our Livery Hall Dinners, plus our PR and our creative agencies, to execute the strategy. One campaign alone directly added $3m to the pipeline.
- bp plcHead of Strategic Account ManagementENERGY AND UTILITIESJune 2022 - Today (4 years)London, United KingdomTransformed bp’s B2B go-to-market vision and strategy for its largest potential multi-vector, multi-geography customers with significant energy and decarbonisation needs. Uplifted pipeline value by $0.5bn in 2 years with multiples expected by 2030. Transformed bp’s culture to be more customer-led for these strategic customers.Achieved by:
- securing EVP and SVP sponsorship across geographies and business groups for a new global operating model to service this customer segment, aligned to bp’s vision
- leading an international, cross-entity, working group to co-design and embed the model
- designing and implementing EVP-to-operational governance to manage and support the model
- developing a compelling, data-informed business case, working closely with Accenture and Salesforce to secure executive sponsorship and funding for global Salesforce integration
- overseeing the business insight and change communication workstreams for the Salesforce integration work
- leading the capability development workstream, which introduced the Miller Heiman sales methodology to bp
- coaching less experienced colleagues to help them embed new practices effectively
Directly manage a global team of 5 and influence a global team of 100 through the roll-out. - KPMG ConsultingManagement ConsultantCONSULTING AND AUDITSSeptember 1999 - February 2003 (3 years and 5 months)London, United KingdomConsultant in KPMG's Financial Management team. Helped FTSE100 CFOs in the Industrials sector adopt the balanced scorecard approach to performance management against their strategic goals, identifying key metrics across financial, customer, people and process perspectives to support long-term sustainable value. Achieved this by co-creating solutions with stakeholders, identifying internal champions to build peer influence and actively listening to concerns, often in 1:1 settings, before addressing them transparently with the wider team.
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Education
- Program Management FundamentalsProject Management Institute2025Program Management Fundamentals
- Electrical Power GenerationL&T EduTech2025Electrical Power Generation