Andrew Hassan

Commerce Practice Lead at Merkle Aotearoa
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Contact Information
us****@****om
(386) 825-5501
Location
Auckland, Auckland, New Zealand, NZ
Skills

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5.0

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Warren Hodgett

Andrew is a highly driven individual with a strong focus on delivery and financial benefit. He headed up a highly successful, award winning team of Six Sigma Black Belts.

Andy Trisconi-Smith

Andrew gave clear and consise direction to the team, maintaining an eye on the detail yet with the wider strategic view required to improve the profitabilty of the company. I have worked with Andrew a number of times since, and would not hesitate in doing so again.

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Credentials

  • Salesforce Certified Pardot Specialist
    Salesforce
    Sep, 2021
    - Nov, 2024
  • Salesforce Certified Sales Cloud Consultant
    Salesforce
    Dec, 2020
    - Nov, 2024
  • Salesforce Certified Platform App Builder Certification
    Salesforce
    Jun, 2020
    - Nov, 2024
  • Salesforce Certified Service Cloud Consultant
    Salesforce
    Jun, 2019
    - Nov, 2024
  • Salesforce Certified Administrator
    Salesforce
    Jun, 2018
    - Nov, 2024

Experience

  • Merkle Aotearoa
    • New Zealand
    • IT Services and IT Consulting
    • 100 - 200 Employee
    • Commerce Practice Lead
      • Jan 2023 - Present

      Building an E-Commerce practice to support businesses to use technology to transform the way they engage with their customers Building an E-Commerce practice to support businesses to use technology to transform the way they engage with their customers

  • Fronde
    • New Zealand
    • IT Services and IT Consulting
    • 1 - 100 Employee
    • Salesforce Principal Consultant - Presales
      • Mar 2022 - Jan 2023

      Responsibilities• Leading Presales activity – working with prospective customers and Fronde sales team to understand pain point and value driver. Developing a compelling case for change, refining customer requirements and translating these into solutions. Establishing solution architecture, producing estimates of build costs and timelines for Salesforce opportunities. Completing proposals and scope of work to ensure effective delivery• Developing Go-to-Market strategy and shaping propositions and unique Fronde Points of View using the Salesforce Platform to deliver value in defined industry verticals• Establishing an effective and productive reseller partnership with Salesforce. Build a strong virtual team with BDRs and AEs to drive campaigns in targetting sectors. Built a reseller pipeline of $1.5m of ACV through our first event Show less

    • Salesforce Principal Consultant
      • Oct 2020 - Jun 2022

      Responsibilities• Supporting Presales activity – working with prospective customers and Fronde sales team to understand customer requirements and translate these into solutions. Establishing solution architecture, producing estimates of build costs and timelines for Salesforce opportunities. Completing proposals and scope of work to ensure effective delivery• Leading Project Delivery – end to end delivery of consulting engagements with clients in an Agile delivery model. Managing project deliverables and resourcing to ensure the effective delivery of customer value• Managed Services Delivery – Providing Salesforce managed service support to several businesses with a wide range of scale and maturity. Establishing robust governance and operating cadence with key customer contacts to help them deliver. Managing response to customer incidents, proactive org management and delivery of a backlog of continuous improvement• Practice Development and Partner Relationship Management - Representing the practice with our Salesforce Partner team. Building out new streams of consulting business aligned with the developing Salesforce product set. Guiding go to market activity and feeding insights around developing opportunities and key differentiators• Coaching and Mentoring - Building junior team members technical capability and managing their transition from training to customer facing consulting and billability. Leading the development of practice capability and alignment of this to opportunities in marketAchievements• Established a new Marketing Automation capability within the practice and sold and delivered three separate Pardot engagements with the new Fronde team• Led a competitive Proof of Concept build through an eight week period. Successfully secured new business in the emerging Salesforce Industries Public Sector Solutions space. Fronde was the first NZ Partner to deliver a solution on this platform.• Progressed Salesforce partner tier from Base to Ridge Show less

  • The Warehouse Group
    • New Zealand
    • Retail
    • 700 & Above Employee
    • Salesforce Product Manager
      • Aug 2019 - Oct 2020

      Responsibilities • Working with business stakeholders to build and prioritise product roadmaps. Balancing continuous improvement, technical debt retirement and realtime system maintenance. Ensuring that the team are focussed on delivering the things that matter • End to end ownership of platform performance. Responsible for maintenance, development and troubleshooting for two major highly integrated and highly customised Salesforce orgs. These incorporate Salescloud, and Servicecloud, Community, B2B Commerce and Marketing Cloud • Leading internal and external resources to deliver the technology changes committed within the product roadmaps and ensuring that the business benefits are delivered through these changes Achievements • Established a business process for stakeholders to feed their needs into a Salesforce backlog for shaping, prioritisation and build aligned with the strategy of the business and resources available • Built capability within the Salesforce core team. Providing expert guidance and mentoring to a small group of systems administrators, business analysts, product owners and business stakeholders around best practice for Salescloud, Servicecloud, B2B Commerce and Communities • Delivered a number of tactical solutions to maintain trading on the B2B Commerce Cloud through the Covid-19 shutdown and return to business as usual operation Show less

  • Umbrellar Powered by Pax8
    • New Zealand
    • IT Services and IT Consulting
    • 1 - 100 Employee
    • Salesforce Product Owner (Contract)
      • Jun 2018 - May 2019

      Responsibilities • Design and build of a greenfield Salesforce Service Cloud platform to manage the support the 87,000 customer of domain and web hosting services. Supporting 8 Brands across email, web, live agent and integrated telephony channels and integrating data with 8 billing and fulfillment platforms • Salesforce product owner, responsible for maintenance, development and troubleshooting for the Cloud business platform. This incorporates Pardot Lead Management, Salescloud, and Servicecloud with Zuora, Taskray and Resource Hero plugins Achievements • Recovered a failing Salesforce implementation within the Cloud business. An incomplete build by a Salesforce partner left the business with a partially functioning platform with many gaps in functionality and no internal knowledge base. Built a team of subject matter experts covering Lead to Order and Service components of the platform • Identified key benefits areas and developed a Service Cloud platform to fulfill these requirements. Show less

  • Fairfax Media NZ, now Stuff
    • Head of CRM and Customer Data
      • Oct 2016 - May 2018

      Responsibilities• Leadership of data driven insight, optimization and sales effectiveness in the sales organisation• Responsible for managing the sales and sales support business processes and underpinning technology (Salesforce)• AGILE development of the CRM platform and other core sales systems driven by changing products and business requirementsAchievements• Implemented a data driven customer segmentation model based on geography, value and verticals. Leadership of a territory strategy that drove high customer retention and growth and increased profitability of lower value segments. Established business processes and systems to manage territory allocation, target setting and commission payment. Resulted in increased revenue and customer numbers in all high value customer segments.• Led the development of a modern technology enabled outbound telesales channel, leveraging full telephony integration (SF and NVM). Transitioned low value low potential customers to this lower cost to serve channel. Led the development of a machine data learning model to predict which customers were most likely to spend , used this to drive outbound telesales activity to stabilise revenue decline .• Took a failing outsourced inbound sales contact centre with revenue declining at 15% per year and NPS of -4. Travelled to Manilla and documented current process in a week then built a to-be process using SF Service Console, email to case and voice to case with integrated telephony. Successfully migrated the workload onshore with 25% less resource which stabilised the revenue from the channel and transformed the customer relationship resulting in a NPS of +40.• Led a sales support offshoring project splitting customer facing and non-customer facing support functions. This involved SF email case management and rules based escalation system build and change management of the project including shifting 19 sales support FTE to India delivering $750k of annual cost savings. Show less

    • Business Improvement Manager
      • Mar 2014 - Oct 2016

      Responsibilities• Leadership of continuous improvement through the Lead to Order and Order to Cash business processes through a LEAN Six Sigma approach• Directing an AGILE team to rapidly develop, configure test, deploy and evolve Salesforce.com to support process improvement and changing business strategyAchievements• Established a best practice solution selling sales process and sales management across a national team of 250 sales representatives which provided them full sales pipeline visibility and sales metrics to drive sales performance nationally• Separating sales and sales support effort through integrating Salesforce to core print advertising fulfilment and billing systems. This eliminated manual processing of account creation, order loading and provided visibility of creditworthiness and increased sales rep selling time from 40% to 70%.• Using technology to simplify the digital sales process, provided real-time inventory availability, order integration and electronic customer approval which develop the capability within the sales team to pitch and close digital products, resulting in a 187% year on year increase in digital revenue through this channel. Show less

  • Te Whatu Ora | Te Toka Tumai Auckland
    • New Zealand
    • Hospitals and Health Care
    • 700 & Above Employee
    • Improvement Manager
      • May 2011 - Mar 2014

      Responsibilities • Production and Operational Planning Performance Coaching - Coaching the delivery of daily, weekly and monthly production routines to bring a portfolio of surgical services in line with expected production targets and timescales. • The Productive Operating Rooms Program - Leading a comprehensive program of improvement within the operating rooms. Working closely with the Operating Rooms Manager and Senior Clinicians to improve patient safety, financial efficiency and staff wellbeing. Achievements •Increased utilisation of theatre time by one session per week through more effective use of available resources. This delivered benefits of $800,000 per year through increased volumes of elective surgery. The concept was in the process of being scaled up across all ADHB operating rooms to deliver additional capacity without any further capital investment. • Developed a suite of production reporting and forums to support decision-making and ongoing production management. Increased theatre output by 20% in a three week window. Performance against Ministry of Health targets sustained for 12 consecutive months with minimal additional investment in theatre or clinics capacity. • Introduced a daily brief and debrief to each surgical list to improve situational awareness and teamwork within a high pressure ‘airway’ list. The brief helped the team to anticipate and resolve potential problems that would otherwise interrupt the smooth running of the day. The process helped improve communication between teams and the breaking down of barriers. This made a huge difference in the improvement of patient safety and staff morale. • Surgical Pathways Program - Improving the quality of GP referral, effectiveness of delivery of clinical assessments and the prioritisation of surgical referrals. The programme ultimately resulted in more effective delivery of care with the limited surgical resources available. Show less

  • Genesis
    • New Zealand
    • Utilities
    • 700 & Above Employee
    • Business Improvement Leader
      • Feb 2010 - Apr 2011

      Delivery of a number of projects with significant business value focussed within the sales and marketing and retail finance areas. These included; Retaining Customers through the Moving Process, Acquiring Customers when they Move, targeting revenue growth in the region of $4m per annum. Delivered a series of Black Belt masterclasses to support the ongoing professional development of the black belt team. Developed and co-delivered a Genesis Energy Green Belt training program. Mentored 4 GB candidates through project selection and delivery. Established a project pipeline to engage with key business stakeholders and shape project workload. Raised the average value of projects delivered through a team of seven black belts from $50k to $500k. Transitioned the business from an externally supported program to a self sufficient program Show less

  • Unify
    • Germany
    • IT Services and IT Consulting
    • 700 & Above Employee
    • Head of Business Improvement
      • Oct 2007 - Feb 2010

      Responsible for establishing and deploying an effective business improvement strategy in an enterprise communications provider going through a substantial business transformation. The remit of the role incorporated the following Developing a Results Oriented Core Team Transformed a traditional quality team focused on audit and compliance into a results driven process improvement team delivering financial benefits of £2m as a team, with each individual delivering annual benefits of £250k Implementing an Effective Customer Experience Program Established an end-to-end program to understand and improve customer perceptions of SECL products and services. Delivered measurable improvements in performance in areas with the most impact on loyalty, retention and growth. Achieved a 2% quarterly improvement in customer satisfaction through the off shoring of remote maintenance work to India Establishing a Continuous Improvement Culture Set up a Lean Six Sigma GB training program and coached and mentored a successful first wave of projects with a mix of customer experience and financial objectives. Show less

  • Centrica
    • United Kingdom
    • Utilities
    • 700 & Above Employee
    • Six Sigma Program Manager
      • Sep 2002 - Sep 2007

      Delivered a program of business improvement projects using Lean and Six Sigma methodology with benefits in excess of £5m per year. I have developed a six sigma initiative from deployment through to full capability. I have led my team through several different strategic directions aligned to the changing objectives of the business. This has included the following. Proof of Concept and Deployment: Projects with a value of £2m delivered within 6 months in partnership with Celerant Consulting. The program had a requirement to be cost neutral within financial year, this was comfortably achieved with projects focussing on billing defects, acquisition cycle time, change of tenancy and the business management control and reporting system (which I led). Establishing Sustainable Capability: Transition from consultancy support to full internal capability. Project selection and shaping a second wave of projects, justifying funding for headcount and support. Delivery of 6 projects worth £6m. Coached and developed a core team of 20 black belts. Established quality gate criteria and business systems to ensure effective program delivery. Focusing on Customer Advocacy: Established a customer factbase to drive business decision making. Oriented project selection around analysis of detractors and customer needs. Shaped and delivered projects that were mutually beneficial, driving both customer experience improvement and financial benefits of £5m. Establishing a Continuous Improvement Culture: Established a training program that delivered 150 GB’s on track to deliver £100k per year. Put in place a coaching and mentoring framework to ensure trained GB’s were supported through GB certification and project delivery. Rolled out a Lean deployment with a Kaizen program to drive much wider involvement in continuous improvement. Developed and deployed a model to integrate BB, GB and Kaizen process improvement within day to day business activity. Show less

  • Electricity Direct
    • Head of Electricity Pricing
      • 1999 - 2002

      Managed electricity pricing for industrial and commercial customers. Grew the customer base of a startup electricity company from the acquistion of it first customer to a portfolio of 100,000 supply points with annual revenue of GBP 120m. Managed electricity pricing for industrial and commercial customers. Grew the customer base of a startup electricity company from the acquistion of it first customer to a portfolio of 100,000 supply points with annual revenue of GBP 120m.

  • BHP
    • Australia
    • Mining
    • 700 & Above Employee
    • Process Engineer
      • Jan 1995 - Nov 1998

      Process engineering role. Managin industrial processes to optimise costs and yields and minimise environmental impacts. Process engineering role. Managin industrial processes to optimise costs and yields and minimise environmental impacts.

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