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Develop and execute data-driven growth strategies to achieve business goals

Analyze user behavior and identify trends and patterns to optimize user experience and increase retention

Collaborate with cross-functional teams to develop and execute marketing campaigns, product features, and user engagement initiatives

Conduct A/B testing and optimization to improve conversion rates and user engagement

Monitor and report on key performance indicators (KPIs) to track progress and adjust strategies as needed

Sales Development Representative

Tech Startup

As a Sales Development Representative, my motivation stems from my genuine interest in connecting with individuals and assisting them in finding the solutions necessary for their success. I bring a distinctive combination of enthusiasm, strategic thinking, and technical proficiency to the table, accompanied by a proven history of generating high-quality leads that ultimately convert into devoted customers.

Having acquired extensive experience in constructing and implementing effective sales development strategies across various industries, I have refined my ability to establish connections with people and comprehend their requirements. By utilizing state-of-the-art tools and technologies, I optimize my sales strategies and rely on data-driven insights to consistently deliver optimal outcomes.

Above all else, I am devoted to providing exceptional customer service and establishing long-term relationships founded on trust and transparency. Whether you represent a startup aiming to establish your presence in the market or an established company looking to rejuvenate your sales development endeavors, I possess the skills and expertise necessary to help you attain your objectives.

If you seek a Sales Development Representative who is passionate about assisting individuals in achieving their goals and is committed to surpassing expectations with outstanding results, I invite you to connect with me. Together, let's explore how we can collaborate to drive your business forward.

Layla Howell

Rebecca Jenkins

Sales Director UK & I

Working with leaders to deliver revenue growth through strategy, execution and scaleable processes. I previously scaled to £55m in annual sales, I now help leaders secure and scale revenue. Author | NED

ARCHITECT YOUR REVENUE GROWTH

Secure, Scale & Sustain High Value Client Wins.

I partner with founders and CXOs to align strategy, trust, and execution into a revenue engine for sustainable multi-million-pound growth.

When growth plateaus, or sales teams struggle to win and expand strategic accounts, the issue is rarely effort. It’s usually a leadership and strategy gap:

• Weak positioning of trust
• Lack of alignment between sales, marketing, and delivery
• No scalable method to secure and expand high-value clients
• Overreliance on senior leaders in every deal

I partner with leadership teams to close those gaps with precision.

WHY TRUST & ALIGNMENT DRIVE GROWTH

Enterprise buyers don’t want another vendor. They want a partner who de-risks execution, aligns with their strategy, and delivers results they can trust.

Trust isn’t soft — it’s the multiplier that creates alignment across your commercial function and turns unpredictable deals into reliable growth.

Most companies fail to land and grow large accounts because they:
→ Sound like suppliers, not strategic partners
→ Struggle to speak the language of the C-Suite
→ Can’t align internal teams around account growth
→ Don’t measure the moments that build long-term trust

I change that by embedding trust, aligning leadership and teams, and executing your revenue architecture.

PROVEN RESULTS

• £250M in new contractual revenue secured
• 130% profitability increase for a logistics firm
• Enterprise wins with Cisco, ASDA, and The Body Shop
• 8.67x growth for a scale-up in under 12 months
• Doubled client lifetime value with aligned account growth strategies

WHO I WORK WITH

I partner with ambitious founders and CXOs ready to:
✔ Break through a revenue plateau
✔ Align leadership and teams around one growth strategy
✔ Build a revenue engine that scales without chaos
✔ Earn trusted-partner status with key clients
✔ Expand and retain high-value accounts with strategic precision

READY TO RAISE THE BAR?
Message me for a confidential conversation,
or download the 2025 CEO Revenue Architecture Briefing in my Featured section.

Founder | Director

Working with ambitious business owners and executives to transform sales and business growth.

Key Projects include:
Strategic planning, leadership 
Business growth strategy and implementation
Commercial development

 
Delivery of Sales & Key account transformation programme across various sectors to achieve key account growth, partnership status, success mindset. See testimonials below from Cisco and PLB

"The techniques, skills, and methods that I gained enabled me to deliver significant new business with a totally new project that wasn’t in the budget.” Cody – PLB Account Manager

“This programme is transformational on so many levels, I can replicate the success with all customers to create a massive sales funnel” – Nisar, Cisco

Business consulting - strategy development for Rhenus Logistics
Development of a cross-country key account management and sales strategy.

CML
Business performance consultancy - 
Sales - Winning of profitable accounts.
Customer Experience - Helping achieve silver then gold investors in customers.
Marketing - Positioning of business expertise, increasing lead generation.
Financial Performance - improved financial performance & divisional turnaround.
Leadership – leading sales, marketing team & mentoring of management team.

Asda – To You
Customer Experience Consultancy Project.	
Workshops to develop client pledges to support new market proposition. 

Latham Direct - Business Consulting project 
Development and implementation of the business and marketing strategy. Testimonial below.

'We have won new business and developed a healthy pipeline of prospects, and significantly enhanced our brand image. I would like to say how much I value your support, skills and knowledge throughout". – M. Hughes,  M.D.

Past Veuve Clicquot Businesswoman of the Year finalist
MBA guest Lecturer | keynote speaker

When revenue slows, it’s tempting to look straight at sales.

More often, the issue sits higher up, in how leadership roles are designed, and who actually owns turning strategy into action.

One of the most thought-provoking questions I was asked in 2025 came during a working session with a CEO.

We were deep into a growth discussion, developing the strategy and what needed to change for the business to scale.

After a short break, some fresh air and strong coffee, the CEO asked:

“Are we asking too many people in the leadership team to be strategic?”

It stopped us in our tracks because it challenged something fundamental;
the infrastructure supporting revenue growth, and how strategy would turn into results.

We gave the question a thorough airing and landed on something important.

Not every leadership role needs to create strategy.
But every leader does need to translate the company strategy into clear plans with defined objectives, key results, and milestones, and then execute with pace.

When that doesn’t happen, the risks are big.

→ Ownership starts to blur
→ Priorities compete
→ Revenue slows

We redesigned leadership roles around clear outcomes, directly aligned to the company’s strategic goals.

When roles are built to deliver outcomes, not just hold responsibility, revenue growth becomes more focused, and clarity sharpens.

If growth is lower than you expected, it’s worth looking beyond sales activity.

Ask yourself:
How clearly is the strategy being interpreted?
And critically, who owns turning it into action?

It was a simple question, but it forced a hard look at how strategy becomes action.

That’s where growth is either unlocked, or quietly stalls,

Partnering with CEOs to build revenue that scales - win, expand & retain strategic accounts | Built business to £55m | Former FTSE 250 Sales Director | Author “Winning Big in Sales” | People → System = Scale

It's frustrating to have your flights cancelled, but on this occasion it revealed something I wasn’t expecting. 

Our return flight from Finland to the UK was cancelled last week, and we were taken to a different airport, Rovaniemi.
The official home of Santa Claus. 

I was surprised to see the airport full of excited children who usually visit Santa before Christmas. 

Not this time. 

They had travelled after Christmas to thank him. 

That made me think, because it was a good reminder that value doesn’t end at the moment of delivery. 

In business, we tend to design everything around winning new work. 

The pitch. 
The close. 
The handover. 

But where growth compounds, it starts before new business is secured, and continues after delivery is complete. 

Before, in how expectations are shaped and trust is built. 
After, in how value is reinforced, relationships deepen, and partnerships expand. 

That’s the difference between closing deals and moving on, or building partnerships where value and revenue compound.

When leaders only optimise for the transaction, revenue resets. 
When they design for the full lifecycle, revenue compounds. 

And that difference quietly influences whether revenue accelerates or stalls.

One line in a client meeting summed up why most revenue forecasts are unsupported assumptions.

They were reviewing the year ahead, order book vs opportunity pipeline, when the conversation drifted into “ballpark”.

Someone asked for the number.
Someone offered an estimate.

The MD cut through it:
“I don’t go on guesswork. We consolidate when we have the information."

That’s not micromanagement.
That’s revenue discipline most boards wish they had.

Here’s the rule:
If it doesn’t meet the standard of evidence, it doesn’t get to live in the forecast.

Because the forecast drives hiring, cash, capacity, and the confidence people borrow against.

False confidence is expensive.
A forecast isn’t a feeling, it’s a standard.

Where are you letting “probably” influence decisions that require “proven”?

In a client session, we talked about revenue growth. 
Forecasts, target accounts, resources. 

Then the conversation focused on a handful of clients who take up a disproportionate amount of their time. 

“We spend a lot of time keeping them happy.” 

That statement lingered, because those clients are rarely the biggest. 
They’re rarely strategic, and they’re often harder work than they’re worth. 

They absorb attention. 
They pull teams off course. 
They quietly shape how the business behaves. 

What rarely gets said out loud is this....
When you tolerate clients who will never become partners, you cap your ability to grow the ones who could. 

It’s about taking an honest look at where energy is focused and at what cost to the business. 

Some relationships will never move beyond transactional. 
No matter how much effort you put in, or how well you deliver.

Keeping them feels safe. 
Yet letting them go feels risky. 

But the real cost shows up elsewhere, in leadership time, in team morale, and in the opportunities with greater potential that don’t get the care they deserve. 

The businesses that scale most effectively don’t just win new work. 
They decide, deliberately, who they are building the future with. 
And they design growth around those relationships. 

That decision alone often changes the growth trajectory more than any new sales initiative.

Most revenue problems don’t start in sales.

They start much earlier in how leadership decisions are made, owned, and translated into action.

When strategy is clear but execution is slow, the issue is rarely effort.
 
It’s usually one of three things:
• Ownership is unclear
• Roles are designed around responsibility, not outcomes
• Decisions rely on assumption instead of accountability

Sales teams feel the symptoms.
Revenue reflects the cost.

The root cause sits higher up, in leadership design and operating system.

When leaders are clear on who owns what, how decisions move, and how value is created across the lifecycle, revenue behaves differently.

It compounds.

When this clarity is missing, revenue has to be re-won again and again.

That’s not a sales problem.
This is about how leadership roles and decisions are designed

Over time, certain patterns become hard to ignore.
One of the most common shows up when leaders talk about revenue growth and in the same breath talk about time.

“Business has taken me wildly off track.”

I heard it again last week.
The CRO had come through difficult QBRs.
A key team member was off long-term sick.
The operation was still absorbing the strain of a successful promotion.

This wasn’t about the wrong strategy.
The system slipped when pressure hit.

Growth depended on leadership attention, rather than a system that continues to perform when focus is pulled elsewhere.

I’ve seen the same pattern in large organisations too.

A senior leader steps away, parental leave, illness, transition, and suddenly deals are questioned, priorities reshuffled, accounts re-qualified.

The opportunities didn’t change.
The system stalled.

So if revenue growth feels inconsistent, the question is:
Does your revenue engine run without you, or only when you’re available?

"There’s no growth potential in this account".
That was the challenge I heard.

A senior account executive in a cohort I’m working with, told me it would be impossible to scale one of their strategic clients.

So instead of debating opinions, we went somewhere most account plans never go.

To the Chairman’s Statement.

We read it carefully.
Yes, it acknowledged a tough year.
Pressure on margins, tough competition, course corrections.
But more importantly, it revealed intent.

Clear signals about:
 • Where the business was refocusing
 • Which markets mattered most
 • How they intended to regain momentum

This is how we apply my V.I.T.A.L. framework.
Not through surface-level “account insights,”
but through interpreted insight:

 • The client’s strategic intentions
 • Competitive pressures shaping their sector 
 • The end-user shifts driving future demand
•  Competitor insights 
 
In 30 years of working with MDs and CEOs, I’ve only met one who genuinely had no intention to grow their business.

Unless a CEO has explicitly put a stop on expansion,
there is almost always opportunity inside a key account.

When teams say, “There’s no growth here,”
what they usually mean is:
They're looking at last year’s performance, not next year’s ambition.

That’s why accounts stagnate.
And that’s where progressive teams start asking better questions, and finding opportunity others miss.

If you want to uncover where growth is hiding inside your key accounts, the Transform Client Accounts Diagnostic shows you exactly where to look.

(Find link to it in comments)

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Rebecca Jenkins

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The Battle

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Rebecca Jenkins

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Rebecca Jenkins's LinkedIn Performance

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