Jennifer specializes in go-to-market (GTM) transformations for B2B companies in a wide range of highly competitive industries, with particular emphasis on basic materials and OEMs. From the design of channel architecture to the reorganization of the sales force, including strategic key-account planning and the development of capability-building programs, she brings to her projects a rich foundation of practical experience and insights from years of McKinsey research.
In her recent work, Jennifer assisted a multibillion global device manufacturer with the redesign of its GTM architecture and sales resource-deployment model; supported an industrial packaging firm in improving its global/key account strategy and corresponding management processes; helped an electronics firm launch a new direct-sales channel alongside its existing wholesale and retail distribution networks; and facilitated the implementation of a sales capability-improvement program for a multinational B2B services company while simultaneously guiding transformation of their GTM strategy.
Jennifer is a frequent author who regularly speaks at industry forums. Prior to McKinsey, Jennifer held various sales and marketing positions, among them with a subsidiary of Trans World Airlines. She also taught sales management at the university level.
“Three ways you can sell more to existing accounts,” Selling Power, May 2015
“Three ways to win without your sales funnel,” McKinsey on Marketing & Sales, April 2015
“Do you really understand how your business customers buy?,” McKinsey & Company, February 2015
“How to influence your new BFF: the Millennial procurement officer,” McKinsey on Marketing & Sales, February 2015
“The B2B customer decision journey: The route to increased sales,” Forbes, April 2013
UTC College of Business
London School of Economics
MSc,international political economy
University of Tennessee at Knoxville
BA, political science