Chief Business Officer

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**e help the world run better A**

t SAP, we enable you to bring out your best. Our company culture is focused on collaboration and a shared passion to help the world run better. How? We focus every day on building the foundation for tomorrow and creating a workplace that embraces differences, values flexibility, and is aligned to our purpose-driven and future-focused work. We offer a highly collaborative, caring team environment with a strong focus on learning and development, recognition for your individual contributions, and a variety of benefit options for you to choose from.

The C**hief Business Officer (CBO) for SAP Business Transformation Management,** SAP Signavio and SAP LeanIX,**in APAC**is responsible for driving continuous improvement of BTM LoB productivity and achieving business targets. Additionally, the CBO is co-responsible for New & Upselling booking and Net booking in a partnership with the regional CRO. The CBO is also responsible for enabling accelerated revenue growth in targeted markets identified as fast growth through the roll-out, adoption/ implementation, and syndication of standardized processes, services, methodologies, and tools.

Provides overall leadership and direction to multi-functional organizations executing within effective and agreed-upon governance models and contributing to continuous innovation and cost-effective service delivery models. Leading by influence on the different teams assigned to the region, and orchestrating the overall job.

Primary performance goals include:
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- o-Drive New &Upselling bookings and Net bookingsC
- o-Drive future target Big Bets pipeline of Quarter +1/+2/+3D
- rive together with the APAC Demand Manager and the “Source of Demand” leaders (Marketing, Partner, SDE / digital hub, CSM, Sales) the required TCP and R4Q pipeline in volume and quality. D
- rive pipeline healthI
- mprove the renewal rate by working with the CSM organizationS
- erve as a general manager proxy, supporting CRO functionsD
- rive synergies with Regional Field Services, Partners, Solution Advisory, other LoBs, Marketing and GTM teamsK
- eep the focus on continuous improvements of our regional operational modelA
- dapt to evolving business modelsS
- cale for growthA
- dopt and syndicate best practices/standardsC
- ollaborative & continuous innovation

**Key Responsibilities & Tasks According to the Strategic Business Plan**

**1 - Drive Profitable Revenue Growth supporting CRO**

Enable the Region to exceed annual performance targets

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- lign regional shared services resources to achieve profit targetsS
- erve as proxy for general manager assignments, i.e., support sales cycles as Executive Sponsor or coaching teams wherever needed and aligned with CRO & MU sales leaders.E
- xceed Annual Business Targets across all customer segments.E
- xceed Annual Renewal Target in collaboration with the CSM team.

**2 - Demand Generation**

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- oordinate efforts with all the sources of demand: sales/presales, services, CSM, MKT, Partner, and SDE.B
- uild and maintain a qualified pipeline of regional sales opportunities; enable the conversion of pipeline to profitable revenueM
- anage demand gen and business development teamsI
- n partnership with SDE and Marketing, oversee pipeline generation (lead to Opportunity Conversion)D
- rive the measurement and execution of targeted industry and solutions business plans (based on sales plays) to grow the pipeline and achieve revenue goals.D
- rive pipeline health

3

**- Value Centric Sales Approach**

Drive the Value Centric Solutions Sales approach by:
Supporting the business with scalable resources to help drive deal road mapping, business planning, solutions value blueprint, and benchmarking/value content and assets for all customers.

Drive the enablement and integration of new solutions and methodologies quickly through the organization.

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- nable the SAP Regional Sales force to leverage the right resources and assets at the right time toD
- rive profitable revenue

**4 - Operational Excellence**

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- dopt and syndicate best practices/standardsD
- rive the adoption of a common time entry, budgeting, expense management & margin monitoring process, collaborating with responsible teamsE
- nable the Sales teams to build a sustainable revenue stream by supporting both quarterly revenue goals and appropriate pipeline build processes.D
- emand accuracy in CRM and full preparation for QBRs, Forecast, and Operations reviewsL
- ead the F4S business cadence.

**5 - Leadership Excellence**

**Role model**SAP’s management excellence, leadership competencies, and Values by way of:
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- **anage Performance**:Drive performance management throughout the year. Address underperformers swiftly, professionally, and respectfully. Recognize effort and reward results. Provide timely and relevant communications. Constructively eliminate barriers to progress and productivity.B
- **uild Your Team: H**ire talent aligned with