Matthew Hornick

  • Business Strategy and Sales Operations Lead (Global technology and automotive verticals)
  • Chicago, IL, 60647, US
  • May 04, 2021
Full time role Operations Sales

Personal Summary

Cross-functional leader with over 20 years of experience understanding stakeholders' points of view, addressing
concerns, alleviating obstacles, and motivating teams to execute the proposed strategy. US Navy veteran and
Chicago Booth MBA with industry experience in Technology, SaaS, Cloud Computing, Professional Services,
Healthcare, Consumer Packaged Goods, Retail, Manufacturing, and multiple US Government agencies. Skill
sets include:

• Sales strategy & strategic planning • Mergers & Acquisitions (M&A)
• Business operations and leading cross functional teams • Driving growth through strategic initiatives
• Business development and competitive intelligence • Organizational re-design/restructuring and operating
• Go-To-Market strategies and new market entry model design

Work Experience

Business Strategy and Operations Lead (Global technology and automotive verticals)
May 2020 - Amazon Web Services (AWS)

• Supported the business in growing each vertical's bookings and revenue by +100% year over year in 2020
• Developed and championed a sales booking and revenue forecasting model that was implemented across other
global verticals and used by executive leadership to guide 2021 account planning
• Re-designed and led the weekly vertical pipeline and staffing syncs by incorporating a rotational set of key metrics
with actionable recommendations and customized topics for the vertical lead and the account leads, improving their
situational awareness of key global trends and industry challenges
• Oversaw the financial management of one of AWS's highest value strategic private pricing agreements spanning
North America and Asia
• Led and successfully instituted a process improvement initiative to improve the visibility and coordination between
the cloud sales team and the professional services sales team in sharing leads, account targets, and revenue and pipeline forecasts

Chief of Staff
Nov 2018 - Mar 2020 A healthcare technology startup

• Co-led multiple operations improvement projects that contributed to a 480% YoY increase in membership (1,200 to 7,000) and added over $3.5M in Annual Recurring Revenue (ARR)
• Discovered operational reporting deficiencies and proactively co-designed / implemented an automated operational
metrics dashboard (Tableau) covering KPIs of the business (Customer Acquisition Costs, call center conversion rates, labor cost, membership retention, etc.) leading to a 70% improvement in reporting accuracy and operational planning
• Identified and solved field retention issue by co-leading a cross functional team to create and gain CEO & COO
approval for a rewards and recognition that contributed to an 80% YoY reduction in attrition
• Led the cross functional team in the development of investor board decks (metrics and business themes) for the CEO
and COO. Led the weekly executive operational metric reviews and company quarterly strategy planning (OKRs)
sessions and monitoring
• Led and designed the field based essential skill set training curriculum and content, reducing operations team in person
time to train 65-person field staff by 50% while maintaining field employee success metrics

Business Development & Series B
• Designed a regional business case study highlighting a 3:1 ROI of the company's main product, which was codified
from thousands of raw data field application entries into our app; the study was then used in all marketing and sales
• Identified sales funnel inefficiencies and launched a refined sales process targeting approach that increased sales lead
responses (by P&L owners and C-suite) by 60% and improved request for proposals by 250%
• Designed for Series B investors a Total Addressable Market (TAM) sensitivity analysis for the business across the three
customer segments
• Created a financial model for new market entry that was used both internally for pricing and by Series B investors to evaluate business metrics
• Supported Series B efforts including attending sales pitches, deck development, stakeholder analysis, and the creation
of an investor target list

Director, Corporate Development and Mergers & Acquisitions
Jun 2017 - Nov 2018 SALESFORCE

Led or Co-Led four acquisitions spanning over 2,000 employees, over $350M in annual revenue and over 1,700
• Proactively managed multiple integration efforts across 14 functions and over sixty individuals to include executive
updates, quarterly business reviews, and daily operations
• Primary point of contact to acquired senior executive leadership to solve business transitions issues, and navigating
the Salesforce ecosystem
• Guided the development and implementation of cross-functional M&A workstream strategies including: Go-To
market strategy, ADD technology and product, with them spanning North America, Europe, Asia and multiple
business units
• Successfully drove discussions between NA & EMEA regional sales executives concerning perceived staffing shortfalls
resulting in the right sizing of the sales and support teams for a B2B acquisition
• Conducted ad-hoc qualitative and quantitative analyses for strategic planning efforts to include: sales pipeline
generation, opportunity assessments, customer attrition, other KPIs, and new market entry analysis/strategy

Management Consultant
Feb 2014 - Mar 2017 A.T. KEARNEY

Led corporate-wide strategic planning to drive success of multiple national sales and operations planning (S&OP)
strategic technology focused initiatives for one of the largest U.S. alcohol distributors:
- Executed a S&OP key market pilot rollouts; designed and executed enablement and communication strategies,
developed organization-wide sales enablement training, analyzed national wide adoption metrics and retailer and sales team performance; defined recommendations to improve adoption across pilot markets
- Formulated best practices, designed overall change management program, and developed metrics and reporting
process; implemented PMO toolkit; resulted in adoption of the PMO process for all current and future strategic
• Co-developed a business strategy and growth assessment for a global retailer's COO and CFO, highlighting growth
strategies for topline growth and gross margin improvements, new product and country entry strategies, assessed
competitor new product lines and market trends, and evaluated market expectations of client vs. peers evaluated
• Co-created an internal business sales and business development plan for part of the firm's retail practice; formulated
strategy based on internally developed financial models and social network variables to assess new client potential and preliminary approach path for improved client engagement
• Oversaw the competitive intelligence for a $3B equipment rental company; performed competitor financial and operations analysis, evaluated client and competitor capabilities/cost structures/strategic store footprints across U.S.;
enabled client key insights for their strategic initiative which better position assets and improve individual store P&Ls
• Directed the re-design effort for a major retailer's operating model; conducted over 50 interviews with SVPs, VPs and the internal function's team members to determine optimal operating model design, identified and recommended
improvements to inefficient financial system process flows and design; presented integration recommendations and key observations overview to stakeholders and SVP for follow up actions

Senior Field Engagement Team Advisor
Jan 2012 - Feb 2013 US Army

Created first-ever economic development and government strategy for the district; led inter-agency team of 8; achieved
improved basic services to the populace and increased coordination between the district and province governments
• Developed district economic development approach; created plan to stimulate investment and improve economic
perceptions; resulted in distributions of agricultural products and catalyst for increased district funding

Senior Business Consultant

Assessed client acquisition costs and burn rates across six programs valued in excess of $250M; interviewed key staff
members, analyzed historical trends, forecasted potential funding source shortfalls; identified cost reduction
opportunities, created recommendations resulting in maintaining office's future year's budget submission during
unprecedented reductions
• Evaluated client's financial management process and systems; conducted comprehensive gap analysis comparing to best practices; created future state process maps, and implementation and change management approaches; achieved
30% processing time savings

Provincial Program Manager

Conceptualized and executed a comprehensive project concept-to-approval process; co-chaired the review process;
eliminated $2M+ in low priority proposed projects and $3M+ in current projects, improved control of $16.5M of distributed funds
• Developed and cultivated relationships with senior Iraqi government officials across multiple ministries and co-led
negotiations on project funding and reconstruction related activities

Senior Business Consultant
Oct 2005 - Oct 2008 BEARINGPOINT, INC

Evaluated programs worth $200M+; designed financial models; performed feasibility/project analysis,
reported/forecasted cash flows
• Created first resource budget review process; resulted in a systematized allocation review and prevented the equivalent
of 90% of past year's unplanned expenditures; managed and distributed $315M in project funding; led 12 field-based
project managers

Assistant Supply Officer, USS Winston S. Churchill DDG
Sep 2000 - Jul 2000 UNITED STATES NAVY

• Led two divisions of 60 individuals, with final authority for $8M+ in expenditures
• Awarded two U.S. Navy Achievement medals


Bachelor of Arts in Political Science - Political Science
Master of Business Administration - Entrepreneurship

Software Languages & Skills


Experience Level

7-14 years

Sector of expertise (Other):

Strategy, Sales and Business Operations

Sectors of Interest

Ecosystems & Biodiversity, Research & Education, Energy, Food & Agriculture

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