Danville, CA 94506  Cell: 703-342-8224  Email: scott.spehar@yahoo.com

20+ years of progressive leadership achievements, driving sustainable business transformation and
record sales growth and organizational performance for global leaders in the technology sector.
Results-driven, customer-centric executive with a reputation as an over-achiever. Create “winning” culture to
surpass all established metrics and achieve record-setting business growth, profitability, customer satisfaction,
and operating efficiencies. Motivational, highly collaborative leadership style; accomplished in recruiting and
retaining top talent; passion for developing and mentoring team members to new bests in performance. Strong,
confident leader and expert communicator/speaker with diverse audiences. Solution-oriented problem solver.

- Strategic Planning: Business & Sales - Budgeting / P&L Control / Resource Management
- Sales Operations: Local, National, Global - High-Level Negotiations & Key Account Management
- Change Leadership & Process Reengineering - Staff Hiring, Training & Management
- Sales, Revenue, Profit & Market Share Growth - Business Model Development (channel/partner)


AVAYA, INC. – Santa Clara, CA 2009-2014
Tapped for multiple change management positions, leading 3 different sales teams to new levels of performance in
this global, $4.8 billion communication and collaboration equipment company. Held executive management scope as
large as $1.5 billion in revenues, $65 million expense budgets, 1400 indirect reporting staff, and 14 direct reports.
Objectives & Responsibilities: handpicked to lead complete turnaround of an underperforming sales area;
rebuilt area leadership; set clear performance standards and accountability for delivering on targets; lowered
unnecessary spending; and participated in compensation reform.
 Increased year-over-year profits for Avaya by $15 million.
 Sustained performance levels while lowering annual spend 12% by analyzing costs, streamlining
operations, eliminating unproductive positions, and closing underperforming locations.
 Developed and implemented new, value-selling account penetration strategy.
 Introduced overall sales process discipline and tools (SalesForce.com).
 Replaced 60% of the sales leadership in the first 4 months with high-performance staff.
 Championed communication training across staff at all levels and spearheaded “boot camp” for
regional managers to up-skill selling capabilities, resulting in consistent performance above plan.
 Served on the Global Sales Force transformation committee; recognized as a collaborative
executive with skills to guide disparate group of leaders in new direction.
Objectives & Responsibilities: recommended by Avaya’s senior leadership as a seasoned change agent with the
transformation and service organization management experience needed to halt slipping revenue and margins.
 Rebuilt Service Sales leadership team and improved morale of the Service Sales team worldwide.
 Lowered revenue erosion by 20% on an annual basis while increasing profit margins by 10%.
 Drove market launch of new service offerings to broaden customer choices and offset erosion.
Objectives & Responsibilities: filled leadership gap with Government Sales team; leveraged previous experience
managing Government Sales for one of Avaya’s largest competitors (Cisco) to lead turnaround of underperforming
sales area; negotiated all major projects to completion; and strengthened quality of Government partner program.
 Increased sales 8% in first 12 months and grew service revenue 11%.
 Directed merger of Nor-Tel assets (1400 people) into existing Avaya Government team.
 Streamlined the corporate quoting process to improve efficiency, increase customer satisfaction,
and shorten quote-to-cash turnaround time.

Cell: 703-342-8224  Email: scott.spehar@yahoo.com

CISCO SYSTEMS, INC. – San Jose, CA 1999-2008
Consistently promoted within Cisco to lead turnaround of underperforming business units and rejuvenate lethargic
performance of sales teams.
Objectives: turn around negative perception of service organization; restructure team and leverage recruiting
strategies to build world-class team of high performers. Accomplishments: exceeded “turnaround” challenges in
every measurable category (collaboration, business growth, market share, profit margins, etc.) within 4 years.
Responsibilities: held divisional oversight (120 direct, 80 indirect reports) for service sales to the top 3,000
“Enterprise” customers worldwide; developed “critical” relationships with largest customers; reduced spending
while increasing division performance; redesigned sales operations; led pursuit strategy, measurement/tracking
process, service delivery, and account management models to drive business growth, customer loyalty, and cost
reductions; and customized training models to improve: communication, negotiation, and solution selling skills.
 Closed the single largest enterprise deal in Cisco history, valued at $137 million.
 Re-architected pursuit model leading to the rollout of new service offerings to meet customer
expectations which improved business growth by $800 million (60% or 15% CAGR).
 Expanded “Advanced” service business 266% by improving penetration within largest accounts.
 Outsourced service delivery for bottom 2,500 customers and increased productivity of sales team
156% with zero increase in headcount.
 Represented division on Advance Service Council formed to improve the customer experience.
Objective: transform underperforming business and develop strategy for Cisco to regain elite reputation in the
marketplace. Accomplishments: stabilized morale, revitalized leadership team, exceeded measurable business
targets, and returned Cisco federal business to market leadership position (increased government market share).
Responsibilities: managed sales, marketing, channels, business development, and service delivery to US federal
government customers.
 Significantly overachieved all performance metrics measured by Cisco. Results included:
- Growth from $500 million to $1.45 billion in 4 years.
- Ranked #1 area in Cisco’s US operations for 2 out of 4 years (ranked #2 a third year).
- Improved overall customer satisfaction 14%.
- Expanded Cisco’s market share relative to US government spending patterns on IT.
- Decreased expenses while improving overall SG&A of federal area.
 Revamped channel, partner, and integrator programs to build trust and increase effectiveness.
 Drove innovation to ensure compliance with government functional requirements (FIPS-140, JITC).
Objectives: direct area sales operations serving top 125 enterprise customers, state of California, and higher
education. Increase penetration rate by selling entire product portfolio. Accomplishments: improved business
performance year-over-year; increased portfolio penetration by 25%; and improved customer satisfaction by 12%.
Responsibilities: oversaw sales, service delivery, business development, and customer satisfaction
 Delivered sales improvement 194% ($180 million to $350 million annually).
 Standardized sales processes and designed new account penetration strategy. Resulted in
substantial business growth as measured against performance targets (31% CAGR).
 Developed hiring and retention strategy to attract best available talent in competitive market.

Additional Career Success: enjoyed multiple performance-based promotions in ROLM / IBM / SIEMENS with
roles including Sales Manager, Los Angeles Branch Office; Program Manager, Western Area; Branch Manager,
New Jersey; Business Development Manager, Western Area; and Director of Sales, Western Area.

EDUCATION: B.S., BUSINESS & MANAGEMENT – Pepperdine University, Malibu, CA
INDUSTRY LEADERSHIP: Motivational speaker at partner sales conferences; hosted regionally delivered
technology day in San Francisco.
COMMUNITY LEADERSHIP: Fundraiser for Susan B. Komen Breast Cancer Foundation and Smile Train.