I led a coordinated strategy across segmentation, planning, and delivery alignment to improve how Microsoft FastTrack identifies, scopes, and executes onboarding engagements. My work unified targeting logic, forecast planning, and resourcing transparency into a shared operating model now central to FY25 delivery.
Core Problem
Identified Fragmented Go-To-Market Strategy
I identified that the organization lacked a unified approach. Targeting was inconsistent, planning was reactive, and I saw that critical resourcing constraints were only identified after commitments had been made.
Addressed Erosion of Role Visibility and Value
Following major organizational changes, I recognized that the Customer Engagement Manager (CEM) role was at risk of being sidelined as leadership narratives shifted to prioritizing partner-led engagements.
Uncovered Operational Silos and Workflow Friction
I found that CEMs operated within two distinct project types, each with its own playbook and tooling. This created confusion, inefficiency, and stalled critical improvements due to stakeholder gridlock.
Strategic Objectives
- I developed a shared segmentation model to ensure all teams target the same high-value accounts.
- I built a repeatable planning framework that standardizes timelines, scope, and stakeholder readiness.
- My goal was to enable proactive load balancing and risk mitigation through transparent capacity and backlog health signals.
Key Initiatives
- I designed a multi-signal Propensity Score combining adoption signals, expansion readiness, and engagement history.
- This replaced ad hoc qualification with an automated, score-based system for 1500+ accounts annually.
- I introduced a repeatable planning model with 45, 30, and 15-day milestone checklists.
- This standardized timeline expectations across Field and Engineering, reducing launch friction.
- I designed Power BI dashboards to visualize team bandwidth, workload distribution, and priority conflicts.
- This enabled leadership to preempt overcommitments and reduce reactive escalations in real time.
Executive Summary
This body of work was developed and implemented without formal authority; I led through influence, delivered early wins, and built cross-organizational partnerships. By prototyping dashboards, authoring backlog-ready user stories, and reframing the team’s contribution in terms of revenue impact, I gained organic buy-in from developers and stakeholders. The resulting operating model was praised by senior leadership for its clarity and strategic foresight, and ultimately secured the team's renewal and operational scope for the next fiscal year.
- ➤Unified GTM Strategy: I replaced fragmented, reactive planning with a proactive, shared operating model.
- ➤Defended Team Value: I successfully mitigated organizational risk by reframing the CEM role around revenue growth and partner enablement.
- ➤Streamlined Execution: I reduced cross-training overhead and eliminated redundant playbooks, establishing a scalable foundation for future automation.