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Work Background
CornerstoneX Chief Product Officer
Oct. 2024United StatesBest put by Lori Banas:
"The vision that CornerstoneX is building, to bring to life the first metahuman concierge platform that mimics consciousness, is going to completely change how people even fathom human/technology interaction."
Lori Banas
Former Global Director of Artificial Intelligence
Microsoft
ChurnBusters UK LtdSaaS Strategist
Jan. 2023London Area, United KingdomOnline Business Consulting offering practical strategic consulting to tech startups.
- Customer Success Management, Retention and Loyalty
- Data-driven Decision Making
- Strategic Account Management
- Best Practice SaaS Operations - Process Improvement and Optimization
- Cross functional team alignment.
- Optimised Customer Experience
- Service Quality
- Long-Term Strategic Growth
Service Quality CentralSaaS Strategist
Oct. 2022 - Dec. 2023United KingdomIdentifying and overcoming confusion in delivering high quality B2B SaaS solutions and improve customer retention.
1. Streamline departmental goals, so they are all working towards the same customer-focused goal.
2. Make sure every team within your company has access to the same customer data and access to insights from other departments.
3. Establish a clear customer service process that is easy for everyone to follow and understand.
4. Create a feedback loop so customers can provide valuable insight into their experience with your product or service.
5. Set clear customer service metrics for each department and review them regularly.
6. Celebrate successes! Recognizing and rewarding achievements will motivate employees and foster an environment of collaboration and high performance across the organization.
7. Train your team on how to effectively handle customer complaints or issues, building trust within customers who reach out for help or advice on using your product or service.
8. Use data analysis as one of your strategies when creating marketing campaigns, pricing plans or other initiatives, so you can better understand what works best for your customers in different markets or contexts.
IdeawareChief Service Officer
Apr. 2022 - Jul. 2022Epsom, England, United KingdomRevolutionising the way Software is made
EmissaryAdvisor
Feb. 2022Winchester, England, United KingdomEmissary is a network of over 7,000 senior executives offering their insights to growing enterprise teams.
Plirore (Holdings) LimitedChief Service Officer
Mar. 2021 - Sep. 2022Privately held SaaS start-up delivering personalised Sales Intelligence to software companies in the Financial Services and Retail sectors.
Clarifies company’s strategy as defined by the Founders. Owns and ensures the execution of Service Delivery processes.
Works across the whole organization to define operating processes and KPIs, and ensuring the organisation is delivering on their Customer Experience targets.
Identifies bottlenecks in Service Delivery that adversely impact customer satisfaction or costs.
Plirore (Holdings) Ltd. Service Delivery Director
Oct. 2020 - Mar. 2021Covent Garden, LondonPersonalised B2B Sales Intelligence
. .
Jun. 2019 - Oct. 2020
.Service Quality & Delivery for SaaS/Cloud
Jun. 2019 - Oct. 2020
InforM3 Cloud Service Delivery
Jan. 2018 - May. 2019FarnboroughContinuous improvement and transformation of Service Quality, Governance & Management Reporting for Infor M3 Cloud SaaS, based on measurable customer-focused KPIs and ‘must succeed’ customer experiences.
InforCloud Services (EMEA)
Aug. 2016 - Jul. 2018FarnboroughBuilt Service Delivery Team from scratch in Europe, supporting SaaS/Cloud customers across EMEA. Hired highly experienced staff from competitors along with internal promotions to enable fast cross-fertilisation of best practices with Infor-specific knowledge. Also led the EMEA Customer Success team. Introduced Service Blueprinting as a method of designing and describing the services to be offered in terms of Customer Experiences along the Customer Journey. This method also enabled procedural and technical blockers to be identified and remedied across organisational silos. Extended Key Performance Indicators from simple ‘Up/Down’ to include factors influencing credibility with customers, such as Implementation Time, Change & Patch accuracy, along with internal efficiency factors.
LumesseSenior Vice President of Service Delivery
Aug. 2013 - Jul. 2016Luton, United KingdomPrivately held company providing HR Talent Acquisition & Talent Management solutions to Enterprises and government organisations globally, using an online SaaS business model. Accountable for the quality of all global online services across a portfolio delivering to 50Million+ end-users. £12Million budget ownership and allocation to areas of the services portfolio based on service quality needs. Stabilised service availability for all services. Achieved new high-water mark of every service, exceeding SLA from all 7 global data centres for six consecutive months with end-user Availability of 99.94%. Established visibility of per-service cost of delivery enabling budget investment decisions to be made per product, including moving from proprietary databases to Open Source. Reduced hosting costs by 66% and increased service levels by moving online services from Co-location/Managed Services model to Amazon Web Services. Restructured organisation to create smaller groups, each with more direct accountability for specific service outcomes. Introduced new processes for Major Incident, Change, and Problem Management. Reduced cost-per-customer of two services from over €120/customer/month to under €15/customer/month, and of flagship product by 20% Consolidated global datacenters from 11 to 6, reducing operational overheads while increasing service availability. Overall responsibility for:
- Hosting
- Provisioning
- Patch/Release
- DevOps
- Information Security
- Infrastructure & Security Incident Management
- Problem Management
- Change Management
- IT Service Management & reporting
- IT Financial Management
- Internal IT end-user support and Corporate systems
ImaginatikBoard Member and Chief Technology Officer
Jan. 2012 - Jul. 2013Publicly listed company providing innovation software and services on a SaaS basis to Fortune 500 clients.
Launched two new products and achieved best in class for Product Offering from Forrester. Integrated core solution with Microsoft SharePoint and added multi-lingual capabilities in Spanish, Portuguese, French, Chinese, Arabic, and Russian. providing more use-case options for our Fortune 500 customers in global markets Reduced operating costs while increasing service quality and availability.
Polardene CorporationCEO
Nov. 2008 - Jan. 2012Palo AltoBoutique SaaS, Cloud and Online Services Consultancy for software companies transitioning to SaaS.
Increased competitive differentiation for Top Ten software company’s offering on Salesforce.com: Led research allowing product investment to be concentrated around customer’s perception of value.
Ensured customer’s realisation of value for S&P 500 software company by prioritising investment around US and EU customers’ priorities of service availability, data security and data integration.
Destiny USACIO
Feb. 2008 - Oct. 2008Retail park including Research, Development and Deployment of new revenue & sustainability models.
Designed next generation of retail marketing systems - delivering targeted, real-time promotions to consumers’ smart-phones in physical retail spaces. Built strong working partnership with IBM Laboratories to gain access to pre-release technologies and theorists.
Increased efficiency and reduced re-working by going paperless. Solution deployed on construction sites through use of mobile tablet PCs, online construction software, and Global Positioning Systems.
BMC SoftwareSenior Director, Managed Services and SaaS business
Feb. 2006 - Feb. 2008Cupertino, CATurned around and made profitable a $20million SaaS and Managed Services business unit that was losing money. Grew Managed Services business 300% in 12 months, eliminated loss-making services, supported 200 SaaS customers in US, EMEA and APAC from service centres also distributed globally.
BMC SoftwareCorporate Strategist
Apr. 2003 - Jan. 2006Cupertino, CACreated 3-year business plan, identified new products & markets to double revenues to $500 Million over a three year period in a core market growing at only 5% per year. Co-defined the $2Billion+ Business Service Management (BSM) new market category - which enables CIOs to ensure that IT Operations and IT Investments are aligned with the strategic goals of the organisation. BSM now forms the core of systems management solutions from IBM, CA, BMC and HP.
Polardene LtdDirector
Oct. 2002 - Mar. 2003Business Development in US
Digica Ltd.Co-owner and Member of the Board of Directors
Sep. 1998 - Dec. 2002Shared Services onshore and offshore IT Outsourcing of ERP, Distribution and Logistics software for Manufacturing, Logistics and Food & Drink customers across Europe, South Africa and the US. Acquired by Computacenter plc in 2007. Secured £23 million in Venture Capital funding to perform management buy-out. Created first fixed-priced Outsourcing solution for mid-range computing systems supporting £4+ billion in annual customer revenues across three continents. Designed the service, costed the delivery and led the promotion of new revenue stream for desktop management. Revenue increased 59%. Reduced financial risk: Established ‘per contract’ profitability analysis on Shared Services Outsourcing. Gave executives financial planning capability and managers operational visibility of complex resourcing and service quality requirements.
CSI Ltd.Managing Consultant
Jan. 1988 - Dec. 1998UK’s leading Logistics software, SCM and ERP solutions provider for IBM for 5 years
1988 – 1998 DCS plc, UK (Formerly CSI Ltd.) 1996 – 1998 UK Partner Relationship Manager. 1992 – 1996 Managing Consultant 1991 – 1992 IT Manager 1988 – 1991 Software Developer, Technical Consultant Built sales channel for technical services business to become IBM’s only Category-A supplier in the UK. Designed the technology platform and led technical implementation for ICI to implement new ERP systems across 5 business units. Interim IT Manager for LEP Profit International when their US CIO resigned; managed operational cut-over to new technology platform and led skills transfer for US IT staff.
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