Full Name
Jennifer Stanley
Job Title
Other - Sales/Marketing
Company
McKinsey & Company
Speaker Bio
Jennifer is a Partner at McKinsey and leads McKinsey's Sales and Channel Management Practice in North America. She has ~20 years' consulting experience specializing in B2B GTM and serves a range of B2B companies, including OEMs, financial / professional services, software and distribution-driven businesses. She is a frequent speaker at sales conferences and author of publications related to B2B sales in the digital era; she also frequently speaks on topics related to diversity and inclusivity in the workplace. Jennifer is based in McKinsey's Boston location. Prior to McKinsey, Jennifer held various sales marketing roles while completing her higher education. She also taught sales at the university level. Jennifer was a Rhodes Scholar at Oxford University, holds a MSc. with distinction in international political economy from the London School of Economics and has her BA from the University of Tennessee. Sample client projects and impact
- Building the omnichannel strategy for a global, multibillion OEM and services firm and driving +10% growth
- Transforming the commercial strategy to deliver +$1.3B organic growth (+20% over base) within three years for a global services organization
- Transforming a tech company's GTM strategy and structure to align with new customer archetypes, including a redesign of sales operations; targeting 5+% net new growth and ~10% cost to serve reduction
- Redesigning a GTM and pricing strategy for a global chemicals company, inclusive of commercial terms, and exceeding EBIT impact target of +3 basis points
- Building GTM strategy in the SMB market, inclusive of changes to digital marketing, for a SaaS services player, achieving +10% growth w/in 6 months
- Designing an omnichannel strategy for a global OEM, resulting in a new e-commerce channel for SMB customers, along with revamped inside sales and service
- Architecting a GTM transformation program for a global materials conglomerate, including revised customer archetypes, key account strategy and planning, and sales operations/sales tech enablement, yielding +$100M gross margin on a basis of $700M w/in 12 months
- Building the omnichannel strategy for a global, multibillion OEM and services firm and driving +10% growth
- Transforming the commercial strategy to deliver +$1.3B organic growth (+20% over base) within three years for a global services organization
- Transforming a tech company's GTM strategy and structure to align with new customer archetypes, including a redesign of sales operations; targeting 5+% net new growth and ~10% cost to serve reduction
- Redesigning a GTM and pricing strategy for a global chemicals company, inclusive of commercial terms, and exceeding EBIT impact target of +3 basis points
- Building GTM strategy in the SMB market, inclusive of changes to digital marketing, for a SaaS services player, achieving +10% growth w/in 6 months
- Designing an omnichannel strategy for a global OEM, resulting in a new e-commerce channel for SMB customers, along with revamped inside sales and service
- Architecting a GTM transformation program for a global materials conglomerate, including revised customer archetypes, key account strategy and planning, and sales operations/sales tech enablement, yielding +$100M gross margin on a basis of $700M w/in 12 months
Speaking At
