Mar 2023 – Dec 2025 · 2 yrs 9 mos · Greater Seattle Area · Hybrid

Mar 2019 – Jan 2023 · 3 yrs 10 mos

• Amit managed growth operations at Avalara (NYSE: AVLR), overseeing sales, marketing, business development, customer experience, operations, and professional services internationally. During his tenure at Avalara, Amit was responsible for delivering 3X bookings growth (from ~$300M to ~$1B) as well as improving margins and scaling opex. This led to Avalara being recognized at a top SaaS stock in 2020 and 2021. Ultimately Amit helped maximize shareholder value with a take private sale to Vista Equity Partners for ~$8.5B. Throughout his career, Amit has focused on serving the B2B category with tools and services to help that segment grow and thrive in the global economy. Prior to Avalara, Amit was general manager and head of the small and medium business segment for North America at PayPal. He also served in senior leadership roles at Web.com and Dell, focusing on serving the needs of small businesses by developing partnerships and go-to-market strategies

Nov 2015 – Mar 2019 · 3 yrs 4 mos · New York City Metropolitan Area

• P&L responsibility for 8M+ merchants delivering multiple $billions in revenue. End to end ownership of customer lifecycle (acquisition and growth), execution and delivery across channels (digital, sales and partner) and strategy (segment and marketing)

Sep 2013 – Oct 2015 · 2 yrs 1 mo

• Web.com (Nasdaq: WWWW) is a leading provider of SaaS online marketing for small businesses. Offering a full range of services and support, including domain name registration, website design, hosting, SEO/ SEM, local sales / contractor leads, shopping cart software, and call center services
• Responsible for P&L ownership of multiple categories (~40% of company revenue) including Hosting, Website design, Email, Security and E-commerce / shopping cart services across multiple platforms (Web.com, NetworkSolutions.com, Register.com and 1ShoppingCart.com)
• Set quarterly and yearly P&L targets and build framework to achieve goals across various groups (product, marketing, merchandising, demand gen, online, customer support and sales)
• Ensure sales and customer support groups are focused on the right message, products, KPI's and experience across the customer life cycle. Resulted in reduction of churn ~30% Y/Y in Q1 2015
• Improve customer life time value leveraging marketing programs segmentation and CRM across a 3.2 million strong and growing customer base. LTV increased by 15% Y/Y in 2015 to date
• Define business model / go to market strategy and launch appropriate products, categories and services delivering continued grow in a highly competitive market
• Build partnerships and integration points with Industry leaders such as MasterCard and ConstantContant to maximize joint revenue potential
• Be a positive voice at the table across functions (C-suite, technology, demand gen, sales) ensuring delivery against key milestones and cross organizational alignment
• Provide leadership to high performing executive teams with multiple levels of reporting

Jan 2012 – Sep 2013 · 1 yr 8 mos

• Entrusted to own and grow the $1+ billion P&L for Dell’s U.S small business (0-99 employees) segment delivering revenue and profitability growth at 2X market multiple
• Managed Dell.com For Work (second largest online store after Dell Consumer), building the highest converting online store with best in class customer experience. Delivered increased repurchase rates and 17% Y/Y increase in order value
• Built strategy and framework addressing relevant customer pain points resulting in targeted merchandising, offers, solutions and partnerships ensuring success against market segments
• Owned quarterly /yearly financial planning and analytics managed to the operating income line
• Provided strong leadership across the organization (marketing, sales, finance and operations) to drive a unified approach and strategy delivering growth
• Build a great place to work for through mentor ship, growth opportunities and continuously injecting creative high potential talent
• Actions resulted in the business growing at a 15+ point premium to the market for the last 3 quarters and reclaiming IDC #1 PC brand for Small Business in calendar Q2 2013.

May 2010 – Jun 2012 · 2 yrs 1 mo

• Lead Dell’s turnaround strategy in the $8 billion N. American consumer business delivering profitable PC growth and increased share of new profit pools (mobility) across the direct and retail channels
• Drive customer development for Dell’s $7 billion global retail practice including partners such as Wal-Mart, BestBuy, Staples and DSGi (Europe)
• Build frameworks and execution models with partners (Bain, McKinsey) and senior executives across the aisles (Dell and customer) in order to increases Dell’s penetration and assortment
• Find new avenues for growth and synergies leveraging Dell’s unique and strong presence in multiple channels; explore opportunities to enter new channels (Dell owned retail, e-tail)
• Ensure thought leadership and positive change is at the core off all decision making

Mar 2008 – May 2010 · 2 yrs 2 mos

• Managed a $1 billion P&L for one of the most profitable line of business and two marketing teams covering over 700 vendors and 100,000 products
• Increased revenue at 2.5X multiple of industry in 2009 while delivering on margin commitments
• Defined strategic direction to maximize P&L growth and profitability through a synergy of online, offline (sales force) and marcom strategies
• Developed and managed executive level relationships with key vendor partners such as Nokia, Sony, Samsung, Microsoft and Adobe
• Improved online merchandising, up sell and targeting to drive lift in select categories and overall traffic. Resulted in 73% Y/Y traffic increase for S&P on Dell.com
• Set goals and defined plays for dedicated S&P sales teams. Build improvements around close rates, up sell, abandonment rates and customer experience
• Drove improved lift in marcom (catalog, email, direct mail) with CRM targeting
• Negotiate with vendors and partners to deliver incremental $25 million in market development funds (MDF) which represented a Y/Y funding growth of 35%
• Selected to be a part of Dell’s hi potential management pool

Feb 2006 – Mar 2008 · 2 yrs 1 mo

• Small businesses are increasingly relying on trade associations as their one-stop-shop for purchasing and professional advice. Partnering with these organizations and verticals to sell solutions is highly profitable due to low marketing and support costs. Managed a $200 million P&L for customers like the National Association of Realtors and the American Bar Association growing revenue at 40% year-on-year.
• Drove opinc profitability at 370 bps (3.7%) ahead of core Small & Medium business
• Defined product and customer strategy aimed at driving profitable growth and strategic product penetration via dedicated online portals, catalogs, direct mail and sales teams
• Built and executed loyalty programs for members of the largest U.S based Association groups to increase penetration of Dell products and improve brand awareness
• Coordinated demand generation programs with PR, events, marcom and advertising teams
• Developed core metrics dashboard to measure revenue, units & margin growth, demand generation and sales productivity results verses plan
• Defined strategic direction and metrics for my marketing and sales teams focusing on solution selling and maximizing customer retention and repurchase rates
• Sat on global core team to share best practices and help start similar marketing groups worldwide
• Updated senior executives on overall business performance, opportunities, how challenges were being tackled, resource allocation and other details that affect business performance
• Won marketing MVP award for reviving business and setting strategic growth direction

Jun 2004 – Feb 2006 · 1 yr 8 mos

• A key competitor subsidizes its PC profits via its printing and imaging business. Becoming a viable player in this profit pool is a very important initiative for Dell. Our group was responsible to drive growth within medium business (500 – 5000 employees), a sweet-spot in the commercial segment. Under my leadership, the business grew 150% Y/Y and market share grew from #4 to #2.
• Developed a go-to-market strategy for printers. Co-developed and launched the Dell Laser Dashboard (CRM tool) which provided account level direction to maximize printer & ink sales
• Built action plan to tackle a new market for Dell. Focused on building a strong value proposition coupled with intensive sales and customer training on benefits and cost of ownership savings
• Built and executed outbound sales acquisition programs working with sales directors
• Helped define ‘Managed Print’ services to make Dell’s total printer solution more competitive
• Delivered value proposition to customer senior executives via on-site visits and briefings
• Sat on executive core team tasked with exploring potential of entering adjacent businesses
• Influenced roadmap decisions by providing requirements to the product group and design teams

Feb 2001 – Jun 2004 · 3 yrs 4 mos

• In order to drive continued profitable growth Dell expanded beyond the core systems business focusing on adjacent markets. I championed Dell’s highly strategic first OEM peripheral product. The business grew at 188% annualized (CY03-CY06), was $130 million in worldwide revenues and the 3rd largest projector brand (U.S) upon my exit. This role covered all Dell markets including consumer, corporate and public (government and education) customers.
• Developed a focused competitive pricing and merchandising strategy aimed at a zero-sum gain against two key competitors. Targeted competitor’s market share remained flat as a result
• Assessed new product technologies, developed roadmaps working with engineering and suppliers
• Worked with online & print teams to communicate a concise brand message worldwide and conducted press tours
• Implemented PR strategy for several projector launches simultaneously around the globe.
• All Dell projectors won numerous industry awards. Some awards included the coveted PC World “World Class 2003” and PC Magazine “Best of 2002”

Aug 1999 – Feb 2001 · 1 yr 6 mos

• Responsible for $260M in Dell and 3rd party monitor/displays business covering 13 primary vendor and their products. Responsibilities covered consumer, corporate and public (government and education) customers
• Created and executed marketing plans aimed at profitable growth. Exploited supply chain profit pools including sales rebates and vendor funded marcom and sales resources
• Developed targeted plays for customers to increase first time buy and up sell programs for Dell customers and sales teams
• Supported sales teams with large deal opportunities including pipeline management
• Conducted quarterly reviews with vendors ensuring supply and growth in profitable sub segments