June 1994 to June 2000
Regional Manager Inside Sales
2000 to 2002
Director: Enterprise Service Sales
Sunnyvale, CA. 94087
Director, Global Support Sales and Installed Base Sales
November 2010 to April 2014
San Francisco Bay Area
Support and Service Sales
June 2010 to November 2010
San Mateo, CA
Senior Director, Worldwide Support Sales and Operations
February 2007 to March 2010
Senior Manager Global Service Sales and Operations
February 2003 to February 2007
Manager Inside Sales
2002 to 2004
What company does Jamie Lev work for?
Jamie Lev works for Oracle Corporation
What is Jamie Lev's role at Oracle Corporation?
Jamie Lev is Regional Manager
What industry does Jamie Lev work in?
Jamie Lev works in the Information Technology and Services industry.
Regional Manager @ Oracle Corporation From June 1994 to June 2000 (6 years 1 month) Regional Manager Inside Sales @ ATG From 2000 to 2002 (2 years) Director: Enterprise Service Sales @ NetApp Built out NetApp's Advanced Consulting Service Sales Practice from the ground up. Reinvented and redefined Go-to-Market to align with NetApp's existing Channel Model and Direct Sales Force. Enhanced Service portfolio to align with NetApp’s Hybrid Cloud Strategy and IT best practices (ITAAS). Develop the Go-To-Market strategy to best scale the business and create incremental Service and Product opportunities as result of our engagements. Working with the Product Marketing Team create new Strategic Service Offerings for NetApp's Enterprise 1000 Customers.Was able to increase Specialty Service Sales in the first half of our fiscal year by 150% in the Americas and US Public Sector. Sunnyvale, CA. 94087Director, Global Support Sales and Installed Base Sales @ NetApp As the Director of Worldwide Support Sales at NetApp, I was responsible for our worldwide maintenance business and programs. In 2013 I took over the responsibility of help create and drive NetApp's Installed Base selling programs, by redefining the GTM and Introducing an Installed Base Selling Module to SalesForce.com (for our Sales Teams to use). Responsible for roughly 15% of NetApp's annual bookings. Coming into the role, NetApp had no structured Global Go-To-Market strategy around Renewals or Installed Base Selling. Over the last year I deployed over 250 people (Internal and BPO) to help streamline, standardize, and manage the Service Renewals selling and quoting business. Overcoming NetApp's complex Installed Base, we successfully developed standardized metrics and KPI's around the business to track the overall Installed Base health, allowing us to adjust our strategy as needed. Work closely with our GEO Sales Orgs, I am creating and driving programs focused at driving incremental product and services revenue. I also manage the relationship with our Geo Sales Teams and Renewals Vendor/Partner ServiceSource and own the overall Revenue # for the company around Renewals. FY'13 focus is centered on combining NetApp's Renewals and Installed Base selling motions into a single process to maximize revenues and ensure NetApp's customers are more satisfied and loyal. Achievements:o Deployed and developed globally consistent program and policies within each GEOo Successfully deployed a team of over 250 people (some internal and others BPO) o Created NTAP's metrics and KPI's allowing us to track the success of our businesso Standardized and Documented all NetApp policies regarding renewals and support to facilitate business and enable scalabilityo Achieved 22% Year over Year growth in FY'12 From November 2010 to April 2014 (3 years 6 months) San Francisco Bay AreaSupport and Service Sales @ Actuate • Responsibilities- As the Director of Global Support Services Sales, I was responsible for over 65% of Actuate’s annual revenues. Managed the development and execution of Actuate’s complete Go-To-Market strategy around Maintenance Renewals. Maintained weekly and quarterly forecasts to within 5% accuracy. Implemented process improvements to maximize team efficiencies and drive incremental revenues. Negotiated large support renewal agreements with Fortune 500 companies. Established and analyzed Key Performance Indicators (KPI’s) to better understand the health of the business and drive improvement. Worked with other organizations within Actuate including Executive Management, Marketing, Professional Services, Compliance, Legal, Service Delivery, and Field Sales to ensure we were fully leveraging Renewals to drive all aspect of the business.• Process Improvements and Metrics Analysis- Initiated a multitude of process improvements focused on improving team morale and revenue maximization. Implemented Salesforce.com enhancements which made it easier to understand the business and improve forecasting accuracy. Rolled out weekly forecasting and deal qualification review which enabled us to improve quarterly forecasting to within 3%. Established Top Deal review and planning to focus on up-sell and improve renewal rates. Worked with Sales Operations on the creation of SFDC dashboards and reports to analyze performance and better understand the health of the business. Met with all internal groups to improve organizational synergies. Rolled out Renewals Marketing campaign focused on rescuing lost customers and capturing back maintenance. Conducted a full analysis of the Support business to help adjust Actuate’s GTM strategy and areas of focus. From June 2010 to November 2010 (6 months) San Mateo, CASenior Director, Worldwide Support Sales and Operations @ VMWare, Inc. As the Sr. Director of Worldwide Support Sales, I was responsible for VMware’s worldwide maintenance business and organization which totaled over 1/2 of the Company's revenues. Responsible for all forecasting and driving both the maintenance bookings and revenues. Owned all Go to Market and resource planning for both the Support Sales and Support Sales Operations Teams totaling over 120 people globally. Initiated and managed the relationship with Service Source (a 3rd party Support Sales organization that helped us manage our lower dollar transactional business). Built out all requirements for our tools, reports, partner programs, and processes. Worked with the Support Delivery team and finance to ensure that VMware Support Organization maintained above industry standard margins.Achievements:o Proven Track Record: http://www.trefis.com/company?article=15808#o Grew Support Maintenance Revenues and Bookings by 750% in 3 yearso Deployed Renewals Partner Portalo 125% Achievement in FY'09, 110% Achievement on Plan in FY‘07 & FY‘08o Presidents Club FY‘07, FY‘08, and FY‘09o Contributed over 20-25 Million in incremental Revenue over 15 Months. Revenue initiatives contributed to over 90% service margins at VMware in ‘09o Renewals business called out as being a highlight on Q1-Q4 2009 earnings calls by our CFO and COO From February 2007 to March 2010 (3 years 2 months) Senior Manager Global Service Sales and Operations @ Extreme Networks While at Extreme, I owned the Global Service bookings number including Professional Services, Training/Education, Renewal/1st Year Maintenance, and Premier Services. I reported directly to the VP of Customer Advocacy and managed the Inside Service Sales, Service Contracts, and 3rd party renewal teams. Owned all resource and strategic planning for the entire services business. To drive overall improved Corporate Customer interaction, I headed the companies Data cleansing initiative. Project was wildly successful and led to better visibility into our customer base, up-sell targets, and more accurate support entitlement.Achievements:o 9 straight quarters of service revenue growth, resulting in Extreme’s Service margin moving from a loss to a profit in FY’04 and beyondo Extreme President’s Club- FY’04 and FY’05o Over a 90% plus Renewal Rate Achieved in FY’04, FY’05, and FY‘06o Increased revenues led to improved Service Margins of -20% to +45% in 6 Quarters From February 2003 to February 2007 (4 years 1 month) Manager Inside Sales @ Plumtree Responsibilities: Ran the Support Renewals, Demand Generation, and Inside Sales Teams globally. Reported directly to the EVP of WW Field Operations. Defined organization’s goals, objectives and mission statement. Developed the Inside Sales Go-To-Market strategy on how to drive leads, improve renewals rates, and drive license revenue. Work with Marketing on the development of call and sales campaigns to increase pipelines and drive incremental revenues in our customer base. Actively participated in executive meetings to help plan overall corporate direction and strategy. Achievements:o Grew percentage of Inside Sales contribution of corporate pipeline from 13% to 60% in three quarters while achieving total pipeline growth of over 250%o Increased support and maintenance revenue 150% to $11 Million through account planning and value based sellingo Achieved 150% of Corporate Sales Team’s Quota ($2.2 Million) in License, Education, and Service revenue From 2002 to 2004 (2 years)
Extraversion (E), Intuition (N), Feeling (F), Judging (J)
3 year(s), 0 month(s)
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