Ryan Kennedy in

Ryan Kennedy

Go-getter · DISC type d
Vice President and Head of IT North America | Commercial IT Platform at Philips
📍 Boston, Massachusetts, United States

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
25 Years
Current Role
Vice President and Head of IT North America | Commercial IT Platform
Job Level
Senior
Location
Boston, Massachusetts, United States
Personality Overview

How Ryan shows up

Self-Confident
Fast-Paced
Challenger

They can be nudged to make faster decisions by offering what they value. They focus on objectivity in a pitch and pay little attention to bells and whistles. They don’t always try to control the conversation but neither do they like yielding it fully.

Priorities

Topics Ryan cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

1-2021
Vice President and Head of IT North America | Commercial IT Platform
Philips
3-2014 - 1-2021
Senior Director, Business Group and Order to Cash IT
Philips
12-2012 - 3-2014
Director
Philips
9-2000 - 12-2012
Senior Manager
Accenture
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
1996 - 2000
BA / BA
Providence College
Social presence
in
Behavioral profile

DISC profile (public)

d

Dominance (D)

Dominance (D) reflects how goal and task oriented a person is, and their ability to accomplish results irrespective of how demanding the circumstances might be. Those scoring high tend to be motivated by winning, competition, and success.

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