Christina Hernandez

What I Built

Four builds, from diagnosis to national adoption.

Each of these started the same way: get close to the work, name the real problem out loud, then build the thing that doesn't exist yet and coach it until it runs without me.

01

Diagnose, Build, Lead

VP of Sales, SMB · EverPass Media · Reporting to the CSO

Hired to find what was working, expose the gaps, and solve for them fast across a full multi-department SMB organization.

The situation

  • Owned an $86M annual contract value quota across the full SMB business.
  • Full SMB org reported in: VP of Channel Partnerships, Director of Operations, an Account Manager, two AEs and a Senior Manager of Sales Training & Enablement, with a Retention Manager in active hiring.
  • The CSO needed a leader who could drive revenue now while building the organization around it.

What I did

  • Moved on revenue first: coached sellers and leaders directly, built training and collateral, aligned stakeholders behind one plan.
  • Built the foundational layer every department was missing: rules of engagement, activity expectations, marketing collateral, onboarding.
  • Scaled the live agent call center from 8 to 15 (training toward 30), layering an AI bot for inbound overflow and outbound dialing with live handoff.
  • Used Claude to design new reporting dashboards mid-CRM-transition, improving pipeline and performance visibility.

$86M

ACV quota owned

6 roles

Reporting in across the SMB org

~2 months

Hire to acquisition, infrastructure in motion

3 partnerships

Channel and marketing partner teams selling and marketing on the org's behalf

Role eliminated following the company's acquisition, August 2026.

02

BAE1 Mobile Sales Motion

0-to-1 Go-to-Market Build · Comcast Business, West Division

A pilot built in the West Division to unlock mobile revenue without pulling sellers off higher-dollar business. Adopted nationally.

The situation

  • Mobile line targets were low MRC value and low priority across the SMB field acquisition team.
  • Order entry, shipping and activation were inconsistent. A sale took 10 minutes, or 3 days, with no way to know going in.
  • Sellers protected their time, sold the bare minimum, and chased higher-dollar business instead.
  • Fixing the process first was tried. Too slow.

What I did

  • Built a dedicated team inside the larger SMB field acquisition org with one mission: mobile line sales.
  • Smaller quota, singular focus, strong coaching. A simple model, built to repeat.
  • Doubled the team as an entry role: first-time field sellers launched here before promoting into senior BAE roles.
  • Personally led the training, coaching, and incentive design behind the pilot, running weekly training directly with the seller team, and held full ownership of its results.
  • Built the playbook, trained 8 managers, and coached execution directly.

8 → 20

Scaled within 10 months, 8% of the ~250-person SMB field org headcount

~25%

Of the SMB field org's total mobile sales, mostly delivered by the original 8-person team

National

Pilot adopted as the company-wide template

Launched in February with a core team of 8; first quotas landed in April. Every rollout, the sellers and their leaders delivered early.

03

SB University

Survey-Driven Enablement & Coaching · Comcast Business, West Division

Sellers were under-selling dedicated fiber. Instead of guessing why, we asked them, then built a curriculum against all six root causes.

The situation

  • SBAEs were under-selling EDI (dedicated fiber): higher value, SLA-backed, fewer sales needed to hit goal.
  • Six root causes surfaced directly from seller surveys, not assumptions.
  • Causes ranged from product understanding and prospecting to unfamiliar CRM order entry and fear of the install process.

What I did

  • Built a curriculum against all six causes, not just the easy ones.
  • Mapped the full order lifecycle and who owned each handoff.
  • Built an escalation path for when something still went wrong.
  • Gave managers and directors the same material so they could coach the skill, not just enforce the activity.

6 / 6

Root causes addressed

7 functions

Documented across the order lifecycle

Org-wide

Requested by Construction, TechOps, Finance and more

Community, Construction, TechOps, Finance, Enterprise Sales, Ops and Marketing all asked to see the lifecycle map.

04

Automated Order Integrity

Concept to Build · Comcast Business · Scheduled for national launch, 2026

Conceptualized and built a brand-new automated process to attack cancels, delays and unearned credits at the root, projected to save millions.

The situation

  • Cancels, installation delays and unearned credits were a widespread, expensive business problem.
  • The cost showed up everywhere at once: revenue leakage, seller compensation churn, partner friction and customer trust.
  • No single owner and no automated safety net existed across the order lifecycle.

What I did

  • Designed the process end to end, from problem definition through workflow and system design.
  • Built the automation to catch failure points before they became cancels, delays or credits.
  • Aligned Sales, Operations, Finance and Engineering behind a single execution path.
  • Secured a national launch plan for 2026.

$Millions

Projected annual savings

3-sided

Better customer, seller and partner experience

2026

Scheduled national launch

Big achievements

Across the career, the wins that compound

BAE1 0-to-1 Mobile Sales Motion

Built a dedicated mobile-line team inside SMB field acquisition. Scaled from 8 to 20 sellers, delivered ~25% of org mobile revenue, and became the national operating template.

8 → 20

team scaled; adopted nationally

SB University

Surveyed sellers to find six root causes behind under-selling dedicated fiber, then built a curriculum and order-lifecycle map that 7 functions asked to use.

6 / 6

root causes addressed

CHIEF

Communication, Honesty, Insights, Expectations, Follow-up. A pre-sale and post-sale expectations framework projected to save $5M+ across SMB and Enterprise and help realize revenue faster.

$5M+

projected savings + faster revenue realization

R2BAE Exploration & Business Case

Saw a newer motion working in another division, evaluated it firsthand, and built the business case to bring it to the West.

Momentum

built toward implementation

SDR Program Revision

Rebuilt lead flow, appointment-to-close ratios, and reporting the team could use, then expanded into strategic and out-of-footprint teams.

$17.17M

in contract value contribution

CRM Change & Claude-Built Dashboards

Led the Salesforce to Dynamics migration and used Claude to design new reporting dashboards for sharper pipeline and performance visibility.

AI-forward

dashboards + cleaner pipeline insight

Channel Partner Expansion

Quick ramp with improved training and resources, plus approval for AI outbound bot dialers to increase connects and support live agents.

AI bot

approved for outbound dialing

Also on the board

Supporting initiatives

Sales Process Optimization

SDR Program Enhancement

Enterprise leads were under-converting with inconsistent appointments and a handoff that lost steam. Rebuilt lead flow, appointment-to-close ratios, and reporting the team could actually use.

$17.17M in additional contract value attributable to SDR engagement, expanded to strategic and out-of-footprint teams

Strategic Evaluation

R2BAE Business Planning

A newer motion was working in another division with nothing evaluated for the West. Went and saw it firsthand, then built the business case to bring it here.

Momentum built toward implementation ahead of organizational change

Channel Conflict & Partner Policy

ROE Tiger Team

Rules of engagement were unclear and account ownership conflict was recurring. Rewrote them, more than once, as conditions changed.

Clarity restored between internal sellers and channel partners

Qualification Discipline

MEDDPICC Adoption Roadmap

Partnered at the leadership level to evaluate MEDDPICC and establish an Enterprise adoption roadmap, with select elements extended into SMB.

Consistent qualification language across Enterprise and SMB

Systems & Insight

Salesforce → Dynamics Migration

Led the CRM migration and layered in additional insights on top of the new platform.

Sharper pipeline visibility, forecasting and decision-making

Talent Strategy

Leadership Bench Building

Manager- and Director-level hiring, onboarding and performance programs, plus developing sellers into Field Manager, Indirect Partner Manager and Enterprise roles.

2-3 team members to President's Club every single year

Independent innovations

Tools I built because the team needed them, not because anyone asked

Supporting initiatives were asked of me. These were not. I built them because I saw the gap and knew what it was costing us.

The Survival Kit

Need

Sellers needed one place that explained who does what, how to escalate, and where every frequently used link lived.

Click to see action and benefit

Action

Created an updatable resource solving for the gap. Shared it with the team, then the region, then the division and beyond, for others to adopt as-is or modify as needed.

Benefit

Reps solved their own problems and moved faster; leaders spent less time directing traffic; partner relations improved.

Click to close

SBAE Interview Guide

Need

Hiring managers needed specific questions to identify candidates with the right mindset for the SBAE role.

Click to see action and benefit

Action

Built and shared a list of interview questions based on the skills, characteristics, and experience of ideal SBAEs.

Benefit

A shareable reference that surfaced key skills, leading to faster-ramping, stronger-performing reps who stayed longer in role.

Click to close

Get Upmarket Workshop

Need

SBAEs never got the same consultative training as Enterprise reps, especially around discovery.

Click to see action and benefit

Action

Built a sales training for my sales team and the SMB field org in the Mountain West Region. Initially approved only for my team; my team went on to lead in advanced solution sales as a result.

Benefit

More EDI, MR, AV and SD-WAN sales, stickier solutions, bigger checks for reps, and sellers ready for senior roles.

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Mentoring & Career Presentation

Need

People looking at leadership wanted more than 'just do a good job.'

Click to see action and benefit

Action

Provided leaders with a resource guide covering the coaching and feedback that would help sellers interested in leadership prepare for the transition and think and act like a leader.

Benefit

A real framework for career conversations and concrete ways to prepare for what's next.

Click to close

SBAE OneNote Resource Hub

Need

Templates, talk tracks, best practices, appointment trackers and forecasts were scattered.

Click to see action and benefit

Action

Created and authored the resource hub personally, compiling current promotions, templates, talk tracks, best practices, the Survival Kit, trainings, and more, all specific to the SBAE role, into one searchable home so reps didn't waste time hunting for answers.

Benefit

One living resource the whole team could use and update.

Click to close

CHIEF

Need

Delays, cancels and unearned credits traced back to expectations set poorly before and after the sale.

Click to see action and benefit

Communication, Honesty, Insights, Expectations, Follow-up. A framework for setting expectations pre-sale and post-sale so customers, sellers, and the business stay aligned.

Action

Identified the issue and formed a tiger team of sellers, sales leaders, and cross-functional partners to create the workflow process and automation that guided sellers to set clear expectations before and after the sale.

Benefit

Projected to save $5M+ across SMB and Enterprise by reducing revenue leakage and disputes, while helping the business realize revenue faster and deliver a better customer, seller, and partner experience.

Click to close

Signature wins

A few things worth naming

  • Saved and expanded an at-risk Fortune Global 500 account worth $3.6M in contracts within 3 months of ownership.
  • Owned $120M+ in annual new recurring revenue quota (~$360M total contract value at an average 3-year term).
  • Led GTM and channel strategy for a cloud-delivered, subscription secure networking and cybersecurity platform built on Cisco Meraki.
  • Proposed compensation plan changes that were adopted and rolled out across the team.
  • Built a Smartsheet-based form automating email workflows off seller input, removing manual follow-up steps.