Phil HowardEnterprise Sales
Bringing 15+ years of enterprise technology sales to AI adoption

Clients ask for what they know.
Progress starts with
what they haven't seen yet.

Every major technology shift raises the same business questions.
AI is making them more urgent.

I'm Phil Howard. I spent 15+ years in B2B and enterprise sales at Verizon, then seven years leading an organization from the buyer's side of the table. Each engagement below began with a narrower request and expanded as better questions brought the larger business problem into view.

See what that looks like Email me
2003 to 2018 Verizon National Account Manager,
then Senior Client Partner Then Executive Director
O'Dwyer Retreat Center, 2018 to 2025
Phil Howard
$10M+ Annual enterprise portfolio
Winner's Circle · 6+ times

Three engagements. The numbers came after the questions.

THE ASK THE OPPORTUNITY
A global biopharmaceutical company

The ask was a discount. The opportunity was to make the refresh secure and connected.

The client asked for volume pricing on hotspots. I asked how they would be used and found a company-wide Dell laptop refresh with no unified mobile-security approach. The selected model could be built with embedded broadband. Working with Dell, IBM, and Verizon, we turned a two-device setup into one connected laptop per user.

See how the engagement came together
$1.6MEnterprise solution value
1,500+ mobile broadband-enabled devices
An enterprise software company

A fuller account review revealed an opportunity across roughly 2,000 lines.

The company had grown through acquisitions. The client's IT leader could initially see about 25 wireless lines. Across the enterprise, the total was roughly 2,000: about 500 already with Verizon and 1,500 with other carriers. I consolidated the competitor lines under an exclusive agreement with cost-center governance, resulting in a $2M contract over two years.

$2MTwo-year contract
About 1,500 competitor lines consolidated
A national news and publishing organization

The headquarters agreement was the foothold.
The affiliates were the growth.

The first national agreement covered headquarters. I used it to reach the organization's 130+ affiliates, each of which made its own buying decision. As adoption grew, successive agreements carried stronger volume pricing, giving every new affiliate a clearer reason to join.

$4M+Annual service revenue
100 lines grown to 5,000+

More connectivity workSee the one-office mobile broadband proof grow beyond 200 locations

Clients are described generically by design. I don't publish client names.

Both sides of the table

For seven years, I was the one being convinced.

I sold enterprise technology for 15+ years, then spent seven years owning the buying decisions.

15+ Years in B2B and enterprise sales

National agreements, competitive takeaways, and partner teams assembled around client needs.

7 Years owning the decisions

As Executive Director, I owned the budget, operations, and vendor choices for a $1.5M organization. People served grew 42% over five years.

A solution has to fit the people who fund it, own it, support it, and use it.

Two perspectives. I have worked from both.

How it comes together

A single request can touch finance, operations, technology, users, and implementation. See the method I use to bring those outcomes together.

The seller's chair
What seven years on the other side taught me

Owning the budget, the tradeoffs, and the consequences changed how I evaluate every sale.

The buyer's chair
AI adoption

AI is new.
The questions are not.

The constraints I saw from both sides of technology adoption still apply: an AI pilot has to fit the work, the people available, and the rules around its use.

Who will use it on real work, check the result, and keep it going?

See AI + Judgment

How this was built

I built this site with AI, and I governed it like a deployment.

Each model brought different strengths, and sometimes their advice conflicted. Their answers could be fluent, confident, and wrong in ways that would cost me credibility, not the model. I kept one master document for the facts, described clients generically, and separated possible outcomes from booked results. I challenged the work and made every final decision.

ClaudeSite design, code, and drafting.
ChatGPTStory development, fact discipline, and graphics.
GeminiIndependent review of wording and diagrams.
NapkinEarly visual exploration.
CloudflareHosting on Cloudflare Pages.
What I chose not to ship

Building with AI also meant deciding what did not belong on the public site.

Interview agentAn adversarial prompt produced an answer I would never have given. I took the agent down.
Backend workerAn audit showed a protection did not provide the control I thought it did, so I decommissioned the service.
AI boardroomTwo models answered the same question, and a third reconciled them. I kept it private because I could not stand behind unreviewed public outputs.
Open to senior enterprise sales roles

If this is the kind of enterprise selling you value,I'd like to talk.

I'm focused on senior enterprise sales roles in AI and enterprise technology where the product is worth believing in, the client problem is complex, and judgment matters as much as activity. If that describes what you are building, a direct note is the fastest way to reach me.

Where I do my best work

A product that creates meaningful new capacity or capability for clients.

A sales organization where experienced sellers are expected to make the whole team better.

A company that listens to the people closest to the client.

PhilHoward23@gmail.com Download Résumé LinkedIn

A direct note gets a direct answer.