Leading an Indian development organization through a CEO transition. GFI is a holding company for a for-profit consultancy, a Section 8 nonprofit, and a fintech social enterprise. Total team of more than 140 working every day to improve the lives of millions of rural Indian women and their families.

● Navigated an unexpected CEO transition. Maintained staff confidence and engagement, Managed the Board and contributed to permanent CEO search. Organized 25th Anniversary celebration. Delivered budget and fiscal audit on schedule. Result: New CEO joined stable, improved organization.

SAAS start-up providing mobile CRM tools for offline field operations in emerging markets.For-profit sub.of Grameen Foundation. P&L responsibility. Annual revenue: $1.2M. Globalstaff: 16. More than 22,000 users at 65 customers.
● • Transformed money-losing startup into stable SAAS business. Invested in sales and marketing. Created strategic plan and OKRs. Raised prices. Balanced budget. Launched second software product. Result: 3x customer revenue, 6x license subscriptions in first 4 years.
• Raised $1 million in funding. Maintained support of existing funding partners by demonstrating progress toward their key priorities. Participated in GSBI Accelerator for social enterprises. Pitched commercial investors, potential acquirers. Result: Transitioned operational funding from equity investments to customer revenue.
• Builthigh-performing team. Established a team center in Nairobi, Kenya. Created staff Phantom Equity Plan. Changed staff to bonus-driven compensation. Defined company val

International nonprofit improving financial access for poor women through technology, market systems improvements. P&L responsibility. Annual revenue $13M.Global staff: 225.Offices in India, Philippines, Ghana, and Uganda.

• Unblocked revenue growth. Streamlined opportunity evaluation process. Improved revenue forecasting and Board reporting. Removed internal roadblocks for BD team. Result: Increased new project bookings from $4M to $14M.

General Manager, Tanzania 2013
Fintech SAAS start-up driving merchant adoption of C2B mobile money payments in Sub-Saharan Africa.Managed staff of 15, budget of $100,000.
BRENT CHISM
Bethesda, MD brent.chism.wg01@wharton.upenn.edu
• Created Kopo Kopo Tanzania. Formed Tanzanian corporate entity. Signed partnerships with Vodacom, Airtel, Tigo. Recruited staff of 15. Result: Launched service in 8 months.
• Pivoted GTM from direct sales to enterprise partnerships. Created new go-to-market approach for selling SAAS platform to banks and mobile network operators. Result: in first 18 months, signed partnerships in four countries.

Privately held identity and verification SAAS provider. Annual rev of $130M, staff 140.
● • Grew new service from $120K to $6M ARR. Develop new SecondApproach service in agile fashion, guide by customer feedback. Assembled cross-functional team of peers, recruited third-party partners. Result: product grew 40x in first three years and led to follow-on sales at strategic clients (Comcast, AT&T, Verizon, Time Warner Cable).
● ADDITIONAL WORK EXPERIENCE

Led marketing, business development and strategic partnerships at a Series A IVR start-up (Interactive Voice Response).
✓ Created product partnership and marketing alliance with RouteMatch that yielded 80% of sales pipeline for paratransit IVRs.
✓ Managed the Service Delivery and Customer Operations functions during a year when it doubled deployed systems. Turned around two troubled client relationships and doubled the business with a cornerstone account.
✓ Raised transit industry decision makers’ awareness of LogicTree from 25% to 80% through advocacy, marketing collateral, and public relations.

Worked as an internal consultant, leading projects to analyze and improve business management and sales success at a publically held web hosting company. Built sophisticated financial models, managed commercial portfolio of software suppliers, and created a joint product offering with a partner.

✓ Lead cross-functional tiger team that created Digex Financial Services, a leasing partnership with an external financier. Launched DFS on time and saved $1.2 million of capital in its first year.
✓ Managed $3 million portfolio of commercial business relationships with 12 software partners. Reduced spending by $1.3 million (40%) in 2003.
✓ Created “the Deal-a-nator,” automated profitability model to estimate strategic sales opportunities incremental profitability. Also created a customer profitability model for renewals and pricing.