Wade Jones
- President of Sabre’s largest business unit, responsible for driving all aspects of Travel Network $3.0B P&L and operating plan and leading 3,000-person team including product, development and engineering, sales and account management, marketing, and operations. Delivered best year over year business unit results in ten years with double digit revenue growth +10%, record free cash flow +14.4%, and gained +1.2 points of global share.
Executive Vice President and Officer at Sabre Corporation (SABR), a $4B+ global technology provider to the travel industry. Our innovative products deliver improved retailing, distribution, and fulfillment capabilities for our customers. We create value by driving higher growth and profit for our customers while delivering an improved experience for the traveler.President of Sabre’s largest business unit, responsible for driving all aspects of Travel Network $3.0B P&L and operating plan and leading 3,000-person team including product, development and engineering, sales and account management, marketing, and operations. Delivered best year over year business unit results in ten years with double digit revenue growth +10%, record free cash flow +14.4%, and gained +1.2 points of global share. Executive Vice President and Officer at Sabre Corporation (SABR), a $4B+ global technology provider to the travel industry. Our innovative products deliver improved retailing, distribution, and fulfillment capabilities for our customers. We create value by driving higher growth and profit for our customers while delivering an improved experience for the traveler.
- Led product management, marketing, and established strategy organization managing 200+ person team with operations in North America, Latin America, EMEA, and APAC. Product portfolio included SabreRed360 agency point of sale, GetThere corporate booking tool, TripCase mobile travel application, Sabre Virtual Payments, and Sabre Dev Studio suite of APIs.
Developed strategy and secured board approval for Travel Network business based on four pillars of 1. driving a cultural shift to differentiate through value creation, commercial thinking, and a strategic talent and operating model reflective of the strategy, 2. enriching our channel for suppliers, 3. expanding and building capabilities through a modern, flexible platform architecture, and 4. evolving the commercial model and go-to-market. Defined new operating model to drive organizational clarity and alignment, and developed investment prioritization to drive focus and persistence in key capabilities including merchandising and personalization, business intelligence and optimization, and automation and efficiency.
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