Gartner Expert

Stephanie Curry

Sr Director Analyst

Stephanie Curry is a Sr. Director, Analyst in the Gartner Sales Research and Advisory Practice. She advises clients on strategy, sales leadership, sales execution, and sales compensation from the Chief Sales Officers perspective. She also advises on business transformation and the buyer journey.

Ms. Curry has 20 plus years in high-technology sales, strategy, channel and marketing experience with leading enterprise hardware, software and cloud companies such as VMware, NetApp, AWS, Azure and IBM.

Prior to joining Gartner, Stephanie built and led sales teams from $0 to 500M in reoccurring revenue and global sales teams from employee 1 to 50. During this time, she also collaboratively built and executed successful cross functional GTM strategies inclusive of product, marketing, sales, operations, pre and post sales, and customer success through transformation from perpetual and Hardware models to SaaS, Cloud, subscription and consumption buyer models.

Stephanie is passionate about solving puzzles and delivering value to clients.

Previous experience

In previous roles, Stephanie built and led direct and in direct sales teams in the service provider space, and designing channel and alliance strategy, customer growth and retention, leadership development and DEI initiatives.

Stephanie has also served on a Healthcare Technology Advisory Board and currently serves on a Real Estate Advisory Board

Professional background


Head of GTM Strategy and Sales (Global)


Director, Cloud Sales - North America

Areas of coverage

Corporate Strategy Formulation

Strategy Function Leadership

Sales Strategy and Leadership


Cornell University, Executive and Performance Leadership

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Top Issues That I Help Clients Address

1What is the role of the Chief Sales Officer in the Go To Market strategy?

2How should we be evolving our sales strategy to address commercial volatility and meet long term sales commitments?

3How should a CSO think about resource allocation during business transformation? What roles are needed and when (hunter, farmer, specialty, indirect channels)? How should a CSO plan for attrition?

4What is the impact on sales during business transformation? What tools and resources should we be using to implement behavior change? How should I design compensation to change selling behavior?

5How do I design a channel and alliance strategy for a new or refreshed product, solution, service?