Operating at the intersection of AI, Growth, and Leadership. Scott Archibald is a sought-after growth-focused business leader known for driving enterprise transformation, revenue expansion, and operational performance across global organizations. Proven ability to turn strategy into execution by aligning teams, optimizing go-to-market approaches, and leveraging technology, data and AI to improve outcomes. Trusted partner to senior leadership, with a strong track record of delivering measurable business impact in complex environments.
► AI STRATEGY & ADOPTION: I understand emerging technologies and how they can be utilized to solve business problems. I understand and know how to work across people, process, and technology to achieve success.
► ENTERPRISE GROWTH EXECUTIVE: I have been at the intersection of service, sales and operations to create process and incentives that solve growth problems. I establish strong relationships with business leaders enabling break through value creation through collaboration. It’s foundational to how I operate.
► REVENUE EXPANSION & GLOBAL TRANSFORMATION: I have led expansion into global markets while expanding revenue in existing markets. I focus on actionable outcomes using data to improve performance.
2013 to 2026
Managing Vice President (2018 – 2026)
Managed global expansion and growth programs for Gartner’s IT Premium Executive Advisory Services, briefed CEO and Operating Committee quarterly on progress and findings. Drove sales partners to prepare and accelerate deals to win faster with larger deal sizes. Redesigned process by which service organization participates with sales to allow prospects to “test drive” services. Implemented AI data modeling and predictive models to focus resources on industries and geographies to obtain highest win rates. Built and influenced relationships across all levels of sales to align strategy, execution, and margin performance.
- Coached sales teams and deployed targeted programs that generated $300M+ in new business for premium Executive Advisory Services across new and existing clients.
- Directed enterprise-wide redesign of Proof-of-Concept scheduling, leveraging process automation to reduce scheduling time from 14+ days to under 6 minutes and scale to 20K+ annual POCs.
- Developed member acquisition Services role and directed global hiring of the team (40+) across the company to enable 15% larger deals with a 10% higher win rate.
- Increased annual prospect POC coverage 40% at Gartner Conference Invitational Programs, driving increased revenue. Led efforts to create and distribute internal metrics and dashboards to measure progress.
- Increased win rates by reimagining the prospect experience for how an Executive Partner would interact with prospects to show value and what it would be like to be a client working with an Executive Partner.
- Earned 2nd-place in Gartner’s internal Business Simulation, demonstrating leadership in balancing revenue, margins, and client and employee satisfaction.
Vice President (2015 – 2018)
Transformed a team of 20 Executive Partners across North / South Americas responsible for high value delivery of premium advisory Gartner service achieving annual client retention of 86%. Briefed Operating Committee monthly on progress.
- Improved team expertise and quality through coaching, upskilling, and replacement of low performers.
- Directed Brazil and subsequently Australia-New Zealand market entry for Enterprise IT Leaders (EITL), overseeing sales training, leadership recruitment, and team build-out while executing primarily through remote leadership.
- Remotely led ANZ team who won Roger Cox award in EITL for highest retention, growth and collaboration across all teams globally across Gartner.
Executive Partner (2013 – 2015)
Delivered personalized 1×1 strategic advisory services to 25+ of Gartner’s largest and most sophisticated clients achieving an 85% client renewal rate with an average customer value feedback score of 4.6 (5 = highest).
President, Accelerated Business Consulting (2008 – 2013)
Founded Accelerated Business Consulting, a management consulting firm focused on aligning IT strategy with business objectives to position technology as a strategic enterprise asset to fuel business growth. Delivered transformational change initiatives to support organizations through mergers, acquisitions, and strategic shifts. Provided strategic planning and advisory services to help clients achieve targeted business outcomes and sustainable growth.
COO/CTO, Transwestern Investment Realty (2007 – 2008)
Transwestern Investment Reality is a Commercial Real Estate Company with divisions focused on Brokerage, Property Management and Tenant in Common Transactions. From 2005-2007 Transwestern Investment Realty acquired more than $400 million of high-quality real estate assets.
Responsible for upgrading technology infrastructure and daily operations of a complex multiple entity organization with annual net revenue in excess of $20M and annual transactions in excess of $400M. Strengthened corporate leadership by executing healthy personnel changes and accountability across the company. Implemented processes across entities to bolster effective project and employee management while reviving struggling entities to meet financial and business performance goals. Migrated phone system from analog to VoIP; migrated business applications to be internet based; and with 3rd party vendors provided an increased level of technology support.
1995 to 2007
Director, IT Infrastructure & Services
Transformed global P&L organization of 50 with $50M budget, delivering service management, engineering, and architecture for 220K+ desktops and enterprise productivity platforms, including backup / recovery, print services, remote access, and mobility solutions. Built and maintained strategic internal and external partnerships to drive operational excellence and service performance.
- Led enterprise transformation of service delivery, executing a multi-year strategy that reduced annual run rate by $270M (22%) within two years while maintaining service quality.
- Led a global team of 35+ supporting a multi-hundred-million-dollar IT infrastructure account, overseeing service delivery, performance reporting, SLA/SLO management, and executive communications as Chief of Staff to VP Account Executive.
- Directed Day 1 IT integration for the HP–Compaq merger, enabling seamless operations across 200K+ users, unified networks, enterprise systems, and global support services with no disruption to business continuity.
Director, IT Transformation
Directly accountable for developing and implementing a strategic multi-year plan that would reduce our annual run rate by over $270M or 22% within two years. Planning had to be balanced across service financials, quality of service, business continuity. Provided the leadership across the organization to think “out of the box” to achieve such aggressive goals. Successfully implemented a plan that balanced across all of these areas by focusing on three key areas of work: service transformation; business fundamental transformation and POR process re-invention.
- Implemented and managed the plan to exceed our target and save nearly $300M in annual IT Infrastructure spend.
Director, Business Operations
Managed a team of over 35 employees in a global organization for an account that represented multi hundred million dollars in IT Infrastructure Services. Direct responsibility for: ensuring that common business processes were used to manage the account; customer/service communications; plan of record management; service metric and performance reporting; SLA/SLO agreement management and “Chief of Staff” for the VP Executive Account Manager.
Senior IT Manager
Responsible for ensuring that all IT Infrastructure services worked flawlessly internally and externally on the first day that HP & Compaq officially merged. This included ensuring that a vast array of IT infrastructure services could be connected within the days and hours leading up to Date 1 of the new company. Due to my leadership all IT Infrastructure services worked flawlessly including: connecting over 200,000 employee email accounts; HP.COM and COMPAQ.COM worked seamlessly together without issues; data networks were connected so that employees from either company could access the new HP network; help desk support was in place for employees no matter which company they originated from; as well as security, telecommunications, directory/authentication all worked with minimal impact to employees and customers. Less than 10 IT infrastructure complaints across 250,000 employees on first day of new company operations.
Accountable for strategic Data Network Architecture & R&D activities for both internal IT and our growing trade business. Provided leadership in the efforts to redesign HP’s data network to a more secure and compartmentalized environment. Coordinated activities across HP organizations, vendors, universities and external standard bodies to help build momentum in this critical area.
Worked with Massachusetts Institute of Technology to capitalize on HP’s funding across several project areas that were relevant to Internet technologies and business models.
Accountable for the world wide transition of the Data/Voice networks, Security and Messaging across HP as HP spun off its Test & Measurement business which became Agilent Technologies. All IT Infrastructure transitions occurred as planned before the legal separation of Agilent Technologies from Hewlett Packard.
IT Manager
IT manager responsible for world wide service management of Collaboration, Messaging and other PC services provided to all Hewlett Packard employees.
Led a small team to develop first HP wide intranet search engine within 8 weeks of funding. Results of this effort was later integrated into forming HP’s internal employee portal.
IT Manager
Held a variety of positions while quickly moving from an individual contributor to management roles within my first two years of working at Intel Corp. In my last position with Intel I was managing a team of 10 employees with financial responsibility of $1.5M with global accountability to implement Collaboration services across Intel Corp. Other positions within Intel Corp. before that included WW program management, strategy technology planning and executive technical support. During this time I learned first hand how to interact with executives through directly supporting Andy Grove (then CEO & President of Intel Corp.) During my work at Intel Corp. I received an Intel Division Recognition Award (1994) and an Intel Rookie of the Year Award (1991). Responsible for forming a cross industry consortium to better leverage work with a key IT vendor at the time.
Formed a cross industry multi company consortium to better leverage a key vendor.
Directly supported CEO & Executive Team technology needs.
Career Awards and notable achievements
Division Recognition (2), Intel Corp – Recognized for delivering high-impact business results; awarded to fewer than 10 employees company-wide
Leadership Execution (2), Gartner – Awarded for leadership generating outstanding results, top 1% of company
Session Speaker at Gartner IT Symposium/Xpo (multiple years)
Microsoft IT Advisory Council (multiple years)
Davis Phinney Foundation Ambassador
Multisport Ministries – Board of Directors, Misson Viejo, CA
Kravenko Foundation – Board of Directors, Las Vegas, NV