Logitech: Rebuilding B2B Technology as a Commercial Capability

1. The Challenge

Logitech's Digital Office had just been through a structural overhaul. Software engineering, marketing technology, and IT were brought together under one roof, roughly 800 people reporting into the Chief Digital Officer, and organized into three departments rather than the traditional IT functions they had grown out of. Within that structure sits Digital Growth Solutions, which owns everything customer-facing, and inside it, the group carrying the largest headcount and the largest investment of any team in the department.
That group needed a new leader. The Head of B2B Capabilities would own the platforms that enable B2B growth end to end: Salesforce CRM, Revenue Cloud and CPQ, Partner Relationship Management, and Marketo. Around 30 people across three capability teams, reporting to the Head of Digital Growth Solutions in Lausanne.
The harder part of the mandate was not the technology. Logitech was moving the function away from a traditional IT service model toward business-driven capability teams, with business capability owners embedded alongside technologists and team performance measured against commercial outcomes rather than technical delivery. The incoming leader would have to make that model real: earn credibility with B2B sales, marketing, and operations executives, and coach a technical team into a way of working most of them had never been asked for before. Finding senior Salesforce leaders was never going to be the constraint. Finding one the commercial side would accept as a peer was.

2. Profile Needed

The brief was explicit on one point above all others: not a pure IT background. Logitech wanted someone who thinks like a business leader who happens to understand technology deeply, rather than a technologist working to understand the business.
In practice, that meant a leader who had owned enterprise B2B commercial platforms at scale and could speak fluently about what they were designed to do. Quote-to-cash cycle time, lead-to-opportunity conversion, partner enablement, pipeline velocity. Salesforce was non-negotiable, and the search looked for genuine ownership of the ecosystem rather than sponsorship from a distance: data models, integrations, CPQ, PRM, and a clear view of what good looks like in a B2B context.
The second half of the profile was cultural. Logitech needed someone who had run a transformation of exactly this shape before, taking a team from technical delivery metrics to business accountability, and who had the patience for it. That work is slow; it encounters resistance and depends far more on relationships than on architecture. Alongside it sat the practical requirements of a global matrix: influence without formal authority, C-suite stakeholder management, and the composure to handle difficult conversations with business partners who had been frustrated for some time.

3. The Search Process

LS International mapped the market across the sectors where this combination actually exists: consumer electronics and hardware manufacturers with serious B2B divisions, enterprise technology and networking, SaaS businesses running sophisticated Salesforce, CPQ, and Revenue Cloud estates, and IT distribution and reseller businesses, which are among the few places to find real depth in partner and channel platforms.
Every candidate was tested against two hard gates before anything else was considered. First, hands-on ownership of the Salesforce ecosystem at enterprise scale. Second, evidence that commercial leaders had trusted them, not merely worked alongside them. That second gate removed a significant share of otherwise well-credentialed platform leaders and kept the shortlist deliberately narrow.
The interview process ran through the hiring manager, then the technical leadership of the wider Digital Growth Solutions organization, then the B2B commercial leadership, with additional chemistry conversations layered in. LS International worked closely with the client between each round to keep a consistent read on what was being tested and by whom, then managed the offer stage directly with the candidate through to acceptance.

4. Key Learnings

Salesforce depth was the easy half of the brief. The market is full of leaders who have run large Salesforce estates. It is far thinner on leaders whose first instinct is to talk about revenue rather than release cycles. Screening for commercial fluency early, rather than treating it as a soft check at the final stage, was what kept the process moving at pace.

The strongest candidates had crossed the line at least once. In our experience, the leaders who can genuinely bridge business and technology tend to have sat on both sides at some point in their careers, whether through a commercial role before moving into technology or through platform ownership that ran directly into a revenue target. That pattern proved a better predictor of fit than title, team size, or years in the ecosystem.

Transformation roles are sold on the mandate, not the scope. The candidates worth pursuing were not moved by headcount or platform inventory. What held their attention was the autonomy to reshape how the function works and the executive backing behind it. Leading with that, rather than with the specification, made the difference in the conversations that mattered.

5. The Outcome

Cindy was appointed Head of B2B Capabilities, joining from American Express, where she was VP of Enterprise Platforms. She brings enterprise platform ownership at a scale well beyond the immediate scope of the role, together with a career built at the point where commercial teams and technology organizations meet, which is precisely the ground this mandate occupies.
Her appointment gives Logitech a leader who can hold both halves of the brief at once: the depth to own a complex B2B technology estate, and the commercial credibility to make the capability model something the business genuinely buys into rather than something it is asked to accept. With the seat filled, Logitech can move from restructuring the Digital Office to proving the model works where it matters most, in the group that carries the largest investment within it.

Contact us today to learn how we can help you achieve your executive search objectives.

State 1: Logitech needed a Head of B2B Capabilities to own its Salesforce, Revenue Cloud, PRM, and Marketo estate and to convert a traditional IT service organization into business-driven capability teams accountable to commercial outcomes.

State 2: Cindy was appointed Head of B2B Capabilities, bringing enterprise platform leadership from American Express and the commercial credibility to establish the Digital Office as a business partner rather than a service provider.

Time Frame: 61 Days