Joel Keller

Led development, deployment and execution of global services and customer care strategy, contributing over $40M in annual sales for global leader in precision measurement software and instrumentation. Led 5 global business units (2 professional services divisions and business development, product service, and customer care teams) with 5 direct reports located in 5 different countries and staff of approximately 200.

• Delivered 5% revenue growth post-merger, during period of significant change.
• Increased opportunity pipeline 30% over 6-month period as a result of implementing cross-functional sales engagement models
• Implemented departmental performance scoreboard across all functions, resulting in enhanced visibility of most critical goals, ultimately improving performance in several key business areas.

• Merged multiple teams located across the Americas and Europe to form global product and application sales support function. Facilitated adoption of consistent policies and procedures aligned with global sales for proactive lead generation and qualification, territory planning, pipeline management, service level agreements, and customer education and training.
• Boosted customer-facing activities more than 200% significantly increasing inbound leads by working hands-on with leaders from all key regions to define common goals focused on expanding pre-sales support activities and elevating customer experience.
• Key member of pre-merger sales team (HBM and Brüel & Kjær) responsible for delivering organizational design, functional target operating models, internal and external customer communication plans, and sales incentive plan modeling.

• Achieved 4% annual order growth after four consecutive years of declining sales.
• Created and deployed pipeline management and forecasting processes, increasing transparency and identifying most critical focus areas and opportunities.
• Planned and successfully executed 2018 sales kick-off meeting with over 200 attendees, managing all aspects of agenda, events and budget.
• Redesigned and deployed sales incentive model and established all annual sales quotas and targets.

Spearheaded U.S. commercial operations for global leader in hearing care, leading cross-functional team of approximately 70 with 8 direct reports. Delivered results and improved profitability with responsibility for project management, customer success, inside sales, technical support, field service, service scheduling, production, hardware maintenance and supply chain.

Key Achievements:

• Delivered improved commercial effectiveness and efficiency through continuous improvement events across functions including value stream mapping and kaizen.
• Drove performance improvement by implementing operational scorecard to gain visibility into key KPIs and increase focus.
• Led strategic projects and initiatives to support >20% CAGR for 3 consecutive years including implementing Salesforce and ServiceMax, launching new demo/rental program and redesigning warehouse space utilizing 5S methodology.
• Grew field service revenue 28% YOY through optimizing scheduling team and streamlining territory management plans.
• Increased throughput of equipment repairs 48% YOY as a result of process improvements that eliminated waste, enhanced customer touch points, and prioritized according to customer needs.
• Boosted Technical Support group’s NPS 18% by establishing standard policies and procedures, using more scripts, and providing regular status updates as well as proactive follow up for customers after cases were closed.

Led local HR activities with a team of 2 direct reports, including organizational development, compensation structure and planning, performance management, recruitment, training and development, and employee relations. Cultivated relationships with leadership and key stakeholders, significantly increasing HR’s ability to have direct impact on the business.

Key Achievements:

• Transformed HR from necessary support function into truly valued business partner as member of Global HR Team, executing key HR projects that allowed the business to operate smarter and with increased efficiency.
• Served as key HR advisor in creation of Audiology Systems Inc. (“ASI”) founded in July 2012, including hiring 70 staff in first year and establishing performance management and organizational talent review processes.
• Managed mergers and acquisitions which included collecting due diligence information, negotiating salaries and contracts, and overseeing onboarding activities.
• Owned RFP and implementation process of GN’s first applicant tracking system in the U.S. (Taleo) which increased talent pipeline over 300%, reduced recruiting costs over 40% and strengthened employment brand. Acted as system's business owner managing projects, vendor relationships, training, processes, reporting, and compliance measures.
• Promoted to U.S. Operations Director for GN Otometrics and ASI business units in recognition of commercial and business mindset as well as success in creation of ASI. Served 4-month period with dual role in Operations and HR.