Hexdon

Hexdon is a customer retention consultancy. We help Marketing & Sales leaders to increase their impact with customer & market insight that spotlights where to play and how to win.

• Customer & Market Research that delivers strategic and operational insight on where to play and how to win.
• CX & Engagement initiatives that deliver meaningful ROI
• Increase your credibility with the board

Client List: Samsung, Evans UK, City Chic (ASX:CCX), Bioniq, The Sydney Marathon, SPRHRA, The DMA

Founder & Director, Customer Retention Officer

Samsung Electronics

Enabling People, Data and Insight at the heart of Samsung Europe so their flagship launches acquire and retain customers while growing market share.

DataIQ 100 Alumni, and 2x DataIQ Awards.

Increasing data literacy was at the heart of my motivation to succeed in this role. I lead data innovation with the European Office in collaboration with Samsung country markets as part of the the European Consumer & Market Insights team.
 
* Support Samsung Europe flagship product launches from S8 through to Note10, with consumer centric data driven best practice, partnering with the best in the industry (Google, Starcom, Kantar, Cheil, Adam&Eve etc).
* Define and deliver against the European Consumer & Market Analytics Roadmap.
* Scope, design, develop, deliver & lead the European Business Intelligence Platform called smartBI (powered by QlikSense) and rolled it out across Europe.
* Implemented solutions for Samsung President and teams across Executive, Retail, Commercial, Consumer, Market and Product Campaign pillars
* Implemented Samsung's Knowledge Management Platform called smartHub. 
* Increase data literacy through transformation programmes across our European Subsidiaries.
* Work with agencies to deliver a consistent consumer segmentation framework, informing product design through to campaign execution through the line.
* Support the European Consumer Data Strategy project in readiness for GDPR coming into effect in May 2018.
* Lead governance with the European DMP, increasing ROI across the markets.
* Keynote speaker at Qlik's annual Data Revolution Tour.

European Head of Data Innovation

Havas helia

An exciting move to marketing and advertising agency land. This is an opportunity to exercise my craft, implementing best practice with key clients - easyJet and Westfield.

At Havas helia, we use data, technology, intuition and creativity to connect people to brands in a meaningful way.

We call this a smarter art.

Planning Director

Super Retail Group

Australia's largest and most loved sports & leisure group. Initially appointed Customer Insight & Data Strategy Manager, in November 2013 I was promoted to Head of Digital & Data with accountability for the development of strategy and execution across SRG Sports with a focus on iconic sports brands. I delivered customer insights and identified profitable multi-channel customer segments to maximise ROI and delivered econometric modelling solutions to shift spend towards digital channels. I was also responsible for supporting marketing integration following the acquisition of Rebel Group and leading the implementation of SAP. Providing leadership to 30+ reports, I developed KPIs and team dashboards to drive a high performance culture, improve campaign performance and revenue. 


•	Realised significant performance improvements during my tenure including 91% growth in online traffic, 27% active member growth and eDM ROI of over 1500%;
•	Delivered Web and Customer streams as part of an enterprise SAP implementation, successfully managing significant transformation affecting people, process and systems;
•	Led the Customer Service Team through high intensity ecommerce trading periods and expanded the team by 600% to meet SLA expectations as defined in the customer charter.
•	Owned the closed loop customer feedback program and in collaboration with Retail Operations, grew NPS from 10% to 50% within 3 years.

Head of Digital & Data - Sports Retailing

In this role, I manage eCommerce, CRM Insights and Analytics and Customer Service teams. 

This role also includes responsibility as the Business Lead for the SAP CRM / Web project stream, which falls in-line with the wider SAP integration into Super Retail Group.

Customer Insight & Data Strategy Manager

Specialty Fashion Group

Starting as Data Analyst reporting to the GM – Marketing, I progressed to Group Data Strategist in March 2010 and was promoted to Group Loyalty & Analytics Manager in January 2012. Responsible for the Customer data strategy, analytics and insights across the Brands, I was also accountable for the implementation of brand loyalty programmes across the business. I also consulted with Brand GMs on delivering direct and digital marketing strategies to improve commercial performance. Providing expert knowledge and guidance to Brands across the Group, I developed strategic roadmaps detailing recommendations on programme launches, customer engagement and IT infrastructure to support timely campaign delivery and maximise ROI. A key focus in this role was building strong relationships across business functions to successfully manage the shift towards omni-channel retail and ecommerce.

•	Delivered omni-channel capability that enabled the analysis of campaigning for 7 million brand loyalty members;
•	Improvement of campaign analytics and utilisation of insights delivered a 50% reduction in distribution, whilst maintaining sales and margin targets;
•	Implemented data utilisation best practice and data governance resulting in eDM campaign ROI surpassing 1900%;
•	Winner of the 2012 Cross Channel Analytics Retail Touch Points Customer Engagement Award.

Group Loyalty & Analytics Manager

Group Data Strategist

Data Analyst

Sterling Financial

In this operations role, I took full responsibility for leading the set-up of a BPO entity for Sterling called “Canto” managing all aspects including recruitment, client management and process development. My mandate was to realise operational cost savings and tap into local and international market opportunities for the wider company by facilitating the transfer of work to a lower cost location, whilst establishing an APAC presence. 

•	Increased accuracy of client work to 98% whilst reducing London-Chennai turnaround time to 4 hours;
•	Achieved operational cost savings to reduce client costs by 28% which secured our competitiveness and stable revenue performance at a time of print market decline.

Head of Operations - Canto

Crossword Graphics Ltd / Digital Creative Services

Leading the production operations of a Financial Services print and publishing company, I was accountable for managing client relationships to secure the existing and future performance of the business. With a shared ownership for P&L, I also contributed to sales, negotiations, account management and business development strategies. 

•	Built new IT infrastructure, implementing a package that realised 40% faster delivery to clients;
•	Increased and diversified client base by identifying and securing large clients and upselling work across the existing client portfolio.

Director

I Help Consumer Brand Leaders Boost the 'R' in CRM | Retention » Relationships » Revenue | DTC, eCommerce, Retail

Hello ► Marketing & Sales leaders come to me to help them fix their CRM woes and turn it in to business value.

At Hexdon, we address this challenge with our focus on customers, data, insight and action at the heart.  And Technology. Clay, OpenAI, Anthropic, LinkedIn, HubSpot etc are at the core.

Example results (B2B) utilising HexdonIQ’s tech stack:

📈 Delivered 403 warm leads to a client in 3 months
📈 Scored 20k accounts with relevant tiering & value in 24 hours
📈 Mapped out GTM strategy and operations
📈 Applied research agents so sales can focus on high value relationships.

Expanding on the challenge ►
Your CRM data is going stale as you read this.  Bad CRM data = bad sales. 
This means you need to:

1. Place customer centricity at the heart. 
2. Leverage data & technology to enrich & enhance.
3. Create intent based actions to increase sales pipeline velocity.

⚡️ DM me and share your challenge. 
🤝 I'll share my framework for you to do it yourself.
🚀 And if you need help, I'm here to help you accelerate to win.

Recognition ► After a successful stint as European Head of Data Innovation at Samsung Europe where I led the European Marketing team to 2x DataIQ Awards and featured in the DataIQ 100, it felt like the time to do more: take my passion for customers and data and apply my energy to help B2B businesses to win.

Customer Centric ► At Hexdon, we've worked with organisations large and small between London and Sydney over 20 years and know that when you truly love your customers, they love you back. This is why understanding them and the market in which your Brand meets them is so important.

Follow Me ► We share common challenges that leaders like you face along with fuel for thought on how to overcome them.

Let's Talk ► Scroll to the Top Of Page, or the Featured Section or Email me at hello@hexdon.com.

Daryl D'Cruz

Recover Revenue | Boost Win Rates | Reduce Churn | Founder @Decode Insights – Getting into the minds of your buyers

Most companies are losing revenue for reasons they don’t understand.

They have CRMs.
Call recordings.
Sales notes.
Dashboards.

But when buyers walk away or churn, the real reasons are almost never captured.

Buyers don’t tell sales the truth.
They give safe answers like “budget,” “timing,” or “not a priority.”

Not because they’re dishonest. 
But because honesty is uncomfortable when someone is still trying to sell you.

So companies end up making million-dollar decisions based on polite fiction.

That’s the blind spot.

What Decode does:

Decode exists to solve the part companies cannot do internally:
We run neutral, third-party conversations with lost buyers and churned customers — and capture what actually drove their decisions.

Not what was said on the sales call.
What was said after the deal was over.

Then we systematize that truth into a Revenue Feedback System that shows:

• Why deals really died
• What buyers were afraid of
• Where confidence was lost
• What broke internal approval
• What would have changed the outcome

So teams stop guessing, stop fixing the wrong problems, and stop leaking revenue they could have kept or recovered.

Why this works:
Sales is incentivized to move forward.
Marketing sees aggregates, not conversations.
RevOps tracks efficiency, not truth.

No one owns why revenue was lost.

Decode does.

If you’re a CEO or CRO who suspects your CRM doesn’t tell you the whole story, that’s exactly the problem we exist to solve.

☎️ Book a call: https://calendly.com/yaelmorris_/intro-to-decode-insights

Yael Morris

Today I showed a CRO why their largest deal died last quarter.

His response:
“Is this really what the buyer said?”

me: “Yes, word for word.”

Silence.
 (The uncomfortable kind.)

“That’s not what my team told me.”
 “I heard a completely different story.”

That's usually the case. 

Reps hear what buyers are comfortable saying
and turn it into something that’s easy to report.

"budget"
"price"
"timing"

The problem?
Executives are making decisions on that story. 
... and wondering why close rates don’t move.

Your CRM is lying about why you lose deals | Access buyer truth your sales systems can’t capture | Revenue Feedback System | CEO @Decode

Sales reps today are doing mechanics. 

Run MEDDICC.
Run BANT.
Update CRM fields.
Build mutual action plans.
Boxes checked. 

All of that is about:
“Can we move this deal forward?”

But almost no one knows the one thing that actually matters:
"How is the buyer really making their decision?"

So sellers work off of their assumptions. 
They think they know:
- Who decided
- What the criteria were
- Why the deal was lost

But 85% of buyers don’t share the full truth. 

They won't admit, that:
- Internal politics
- Fear of being wrong
- Risk to their reputation
- Whether they can sell it internally
- Whether it feels safe
- ROI defensibility 

... Are what the decision depends upon. 
 
None of that shows up in MEDDICC.

So when a deal dies, the seller logs:
 “Budget.”
 “Timing.”
 “Went with competitor.”

Those aren’t reasons.
They’re cover stories.

If your close rate isn’t improving, it’s because there’s a gap.
Your sellers don’t know how the buyer actually makes their decisions. 
So you keep losing the same way, without realizing it. 
That’s what kills revenue.

You don’t fix this with better scripts. You fix it by getting unfiltered feedback from to the people who walked away.

There’s a well-known sales book called The Challenger Sale.
Its core idea is simple: the best salespeople don’t win by being helpful, they win by challenging how buyers think.

One of its most important insights is this:
Buyers don’t buy because reps are helpful.
They buy because something feels risky to ignore.

Great sellers don’t just sell upside.
They reframe risk.
They show buyers the cost of doing nothing.

Where most teams get this wrong is what they think that risk is.

Sales teams usually assume buyers care most about:
- Efficiency
- Cost
- Speed
- Scale

Those are easy to talk about.

But when you interview buyers after deals are lost and dive deep into their priorities, the real fears sound different:
- Losing internal credibility
- Implementation fallout
- Lack of adoption 

That’s what actually stops deals.
And it rarely shows up in the CRM.

So teams respond by pushing harder:
- Creating urgency
- Emphasizing ROI
- Repeating the pitch

From the buyer’s perspective, that pressure feels disconnected, because it’s challenging the wrong risk.

When you don’t know what risk really matters to your buyers,
you miss out of building real urgency, and often watch deals die as a result.

The only way to challenge buyers effectively, 
is to deeply understand what they were actually afraid of.

That’s why talking to buyers after deals are lost changes everything.
When Decode interviews our clients lost buyers, we'll ask: 
"what ultimately caused you to hesitate? Why?"
"what would would need to be true for you to move this forward?"

If you're guessing at how you're buyers make decisions, you're missing out on winnable deals.

The scariest part of running a company isn’t losing.
(What could be worse than losing?)

It’s not knowing why.

You can see the numbers.
You can see the pipeline.
You can see churn, conversion, and forecasts.

What you can’t see is what actually drove the last hundred buyer decisions.

So when deals slip or customers leave, the stories don’t line up.

Sales says one thing.
Marketing says another.
The CRM says something else.

And you’re left wondering what to believe.

That’s what creates anxiety.
Because you’re stuck guessing.
Not knowing what to change.

Missing a quarter hurts.
But what’s worse is not knowing why, 
or what would actually fix it.

When you don’t know why revenue is being lost,
you can’t tell whether you’re fixing the right thing
or just guessing with more data and opinions.

Buyers don’t tell you the real reason deals die.
They give safe reasons that avoid friction.

When a deal is lost, most buyers don’t explain what actually happened.
They're avoiding:
- Awkward honesty
- Burning bridges
- Being too direct

So they default to:
“Timing.”
“Budget.”
"Price."

Or they ghost you completely. 

This isn’t evil-intentioned.
It’s human.

But it creates a serious problem.

Those polite answers become the data companies rely on.
They get logged in the CRM.
They show up in dashboards.
They drive pricing, messaging, and strategy.

Meanwhile, the real reasons: 
fear, confusion, weak ROI case, wrong targeting, unaligned messaging, unclear pains, no follow-ups, etc... never enter the system.

That’s how revenue teams end up making decisions on distorted data. 

When the real reasons never make it into the system, companies don’t improve.
They just get better at repeating the same losses.

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Yael Morris

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The Battle

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