Jeff Hersh

Jeff Hersh

Principal (Partner), Sales Transformation, PwC

Jeff Hersh

Jeff Hersh is a Principal within PWC’s Customer Advisory – Sales & Channel Management practice. Jeff has experience working with clients across multiple industries, including professional services, software, hardware, networking, telecommunications, financial services, and life sciences. Jeff’s domain of expertise is in social selling, direct and indirect sales, renewals, and marketing, including: sales and channel strategy, incentive compensation, customer and partner relationship (CRM / PRM), sales model definition, sales methodologies, sales forecasting, sales model definition, territory planning, quota assignment, field and channel readiness program design, development and implementation and sales training.

Prior to joining the PWC, Jeff spent over twenty years in the software, high-technology and consulting industries. During this time, Jeff was a senior leader responsible for building and running two, separate global sales operation and support organizations. He managed all relationships between sales, marketing, finance and development in order to align strategic objectives with the go-to-market strategy of the sales organization and execution in the field and channel. Included in this was management of the annual sales compensation design process from compensation committee formation to plan rollout and training of the global sales organization.

Jeff’s areas of focus include overall sales effectiveness, Sales & Marketing alignment, go-to-market strategy definition, customer/ account segmentation, sales coverage and resource deployment models, sales productivity, sales organization design and incentive compensation.


  • Thursday, October 08, 2015 10:15am - 11:00am

    The Blurred Line Between Marketing and Selling in Today's B2B Social World - Leading Practices Top-Down and Bottom-Up

    • Samuel Tepper, Director, US Sales Strategy and Development, PwC
    • Jeff Hersh, Principal (Partner), Sales Transformation, PwC

    Brand awareness is a key component to the buying cycle and 70-80% of the buying process is complete before a buyer ever interacts with a potential vendor or seller. In other words, they've already narrowed the consideration set of who will likely be in the mix before contact is ever made. So how do they get into that consideration set? Historically, marketing and sales in the enterprise world haven't gotten along very well. Sales continually complains about the quality of leads it gets from marketing and marketing complains that sellers aren't giving them the feedback required about what's happening in the street so they can better provide meaningful collateral. The tremendous value of LinkedIn is that sellers can now extend the reach of their own marketing - effectively creating their own micro-marketing organizations to help them run "their business" - regardless of what that business is. Instead of having to wait for the marketing department to get them leads and generate demand, sellers have the opportunity to create grassroots efforts in to not only create their own brand awareness and equity, but combine that with "intimacy" with specific accounts and buyers. In other words, they can more easily insert themselves into the 0-80% of the buying cycle and get more "at bats" and real chances to win, rather than being down-selected even before they knew an opportunity was out there. The sales and marketing alignment paradigm can now be extended, redefined, and scaled.