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Mo HelmyPublic-sector seller. Partner strategist. Coach. Builder of AI systems.Press kit

Public-sector growth and partner leadership

Portrait of Mo HelmyGovernment buys differently from everyone else, and most of what decides a deal happens before the RFP is written. My work has been finding that demand early, knowing which contract vehicle and which partner can carry it, and making sure the sellers around me can do the same. I've built territories from nothing, trained sellers and partners, and written the plans a national channel program runs on.

On the company's national channel team, I manage resale strategy and partner relationships for systems integrators and connected solutions providers, in a senior-manager-level role.

See selected workDownload résumé (Public Sector GTM & Partner Leadership résumé, PDF)
Or start with how I lead
of 91 in T-Mobile's partner channel
No. 1
2023 · every segment, not just SLED · Annual Winners Circle
of quota in 2022, after 326% in 2021; never missed in any year
380%
Government Account Executive, NY/NJ/DE · blended subscribers and monthly recurring revenue
new hires I mentored closed a first deal within three months
6 of 6
Channel team · all external hires · I sat in on every interview

T-Mobile put me in its Annual Winners Circle in 2023 and gave me the Director's Award in 2021 and 2022. Outside the company: the City & State Albany 40 Under 40 (2022).

Selected work

Three in full and two in brief. Each says what was mine and what the number measures.

A territory system that hit three times quota two years running

NY/NJ/DE, 2021–2023

When I took the territory I built the system we prospected with. Accounts and contacts were tiered so we knew who mattered most, the SDRs got lists they could call that day, mail-merge and LinkedIn campaigns ran on a schedule, and one shared call plan meant reps and SDRs covered the territory without stepping on each other.

Underneath it sat a database I put together of the whole public sector: every municipality with its county and independent agencies, how many people each employs, whether its fire department is volunteer or career, and police and sheriff headcount. Teams across the country used it to plan their outreach from the top down, SDRs used it to decide where their time went, and it showed at a glance which agencies were already T-Mobile customers.

I made discovery a team sport: solution engineers and public-safety specialists came to customer meetings with current coverage and gap data, so what we recommended held up. Every purchase went through the vehicle that fit, NYS OGS, the New Jersey state contract, NASPO ValuePoint or Sourcewell, and was timed to the agency's procurement cycle.

Other regions and the SDR team adopted the system and still use it. I trained the regional teams on it myself.

326% of quota in 2021 and 380% in 2022: blended attainment of subscribers and monthly recurring revenue.

191 new logos over those two years, about five times the national average.

Separately from quota, territory revenue grew 317% in 2022. The system is still running in other regions.

“Mo is a strategic planner, does his research, and attacks the market like nobody else.”
Brett Olbrys, MPA, Executive Sales & Operations Leader. Managed Mo directly, December 1, 2022. The full recommendation.

A reseller marketplace that lets partners bill on T-Mobile's paper

T-Mobile national channel program, current role

I wrote the business case for a reseller marketplace, in phases: who the partners are, how it gets sold, and what gets built first.

From the customer's side the idea is simple: partners and third-party solutions bill on T-Mobile's paper, the contracts they already buy through, so an organization gets one bill for everything it needs and our direct team can serve it better.

Leadership adopted it, and T-Mobile's product team is building it now.

The work is public: T-Mobile's Vice President of Product Management and Realization presented "The marketplace playbook: building, scaling and growing your catalog" at AppDirect Thrive 2026.

“I wholeheartedly recommend Mo Helmy for any leadership role in channel sales.”
Dave Bolton, Sr. Manager, T-Mobile for Government (DC, MD & VA). Senior to Mo, May 10, 2024. The full recommendation.

Ranking schools by need for the Emergency Connectivity Fund

Northeast, 2021

The Emergency Connectivity Fund arrived in 2021 with new federal rules and no list of which districts needed help most. As the Northeast's subject-matter expert on it, I built that list from public free and reduced-price lunch data and walked districts through eligibility and the requirements.

The whole Northeast team worked from that ranking. One of the deals it led to connected 3,500+ Albany City School District students during COVID-19, and I closed it.

City & State's 2022 Albany 40 Under 40 profile cites this work.

Two more, briefly

  • Community events in a dealer territory that grew from 8 to 20 locations (Metro by T-Mobile, 2016–2020). I managed $125K a quarter in MDF and partner budgets, recommending the allocations my manager approved, and most of it went into community events, each with a marketing plan written for its own neighborhood. In Hispanic neighborhoods that meant Hispanic-focused messaging, community boards, community action agencies and housing authorities. In more mixed neighborhoods it meant digital, bus and billboard advertising. We counted the sign-ups on the day and the walk-ins who came back afterward. Foot traffic rose 15–20% year over year, above the seasonal forecast, and the events added about 8–9% to the long-term customer base while the territory grew from 8 to 20 locations. The events were the part of the budget we could measure, so that is where most of it went.
  • Opening a channel to municipal IT leaders (New York municipal IT). The New York State Local Government IT Directors Association does not advertise; you get in because a member brings you. I earned T-Mobile's first invitation through my relationships with its members, and the team has gone twice a year since. Face time, twice a year, with a buyer group that is hard to reach any other way.

How I lead people and partners

Three things a hiring manager usually wants to know: how I've handled people, what I've been trusted to decide, and whether anything I built kept running after I moved on.

People

  • New hires. Mentored and trained the six external hires on my channel team, and sat in on every interview. Each of them closed a deal they had found themselves within three months, on a cycle that usually takes about nine.
  • Promotions. Three other people I mentored were promoted. One of them is a senior manager now.
  • Coaching. Took a rep who was missing quota and coached them to 115% in a quarter. They stayed above quota for the rest of 2023.
  • Training. More than 1,000 dealer training attendances, including an 800-person national session for one dealer in 2019. From 2021 to 2023 I ran the training calls for the Northeast's most senior sellers: how to research a customer, how to find the data a deal turns on, and how to make T-Mobile's case to that customer instead of a generic one.

Decisions and money

  • Partner decisions. I owned the public-sector partner channel for the Southeast from 2023 to 2025. On every deal the call on the partner was mine: whether it met the bar, whether it was the right partner for that customer, and whether we paid partner compensation.
  • Forecast. I ran the pipeline and forecast reviews for our partners and for a direct sales team of about 75 in Southeast SLED.
  • Budget. In the dealer channel I managed $125K a quarter in MDF and partner budgets, recommending the allocations my manager approved. Along the way I coached a dealer principal and four subagents while a Metro by T-Mobile territory grew from 8 to 20 locations.
  • Business case. Today I manage resale strategy and partner relationships for systems integrators and connected solutions providers on T-Mobile's national channel team. The business case I wrote for a reseller marketplace was adopted by leadership, and the product team is building it.

Systems others adopted

  • Prospecting system. The prospecting system I built for my territory got picked up by other regions and by the SDR team, and they still run it.
  • ECF need ranking. When the Emergency Connectivity Fund arrived with no list of who needed help most, I ranked the districts by need from public free and reduced-price lunch data. The whole Northeast team worked from that list.
  • Partner plan. The partner plan I wrote for the Southeast public-sector channel was adopted by two other regions.
  • Targeting plans. I built the account-prioritization and enablement plans behind 310 new accounts and 600 department expansions in Southeast SLED in 2023.
  • Public-sector repository. I put together a national public-sector database: every municipality with its county and independent agencies, how many people each employs, and how its fire, police and sheriff departments are staffed. Public-sector teams across the country used it.
“Mo is one of the most intelligent, driven, and selfless people I have ever met.”
David Piccolo, Senior Leader, T-Mobile for Government (NY & NJ). Managed Mo directly, October 8, 2022. The full recommendation.

How I develop people

I coach the individual and build the system around them, so what works for one person becomes something the whole team can run.

  • Find the constraint. Before I ask anyone to do more, I find out what is actually holding the number back: activity, targeting, conversion, deal size or cycle length. Then we fix that one thing first.
  • Coach to the person. On a new skill I go first, then step back as each person is ready. Feedback is specific: what happened, what they did, what it caused. Every coaching conversation ends with a goal and a next step.
  • Coach the deal. In deal reviews we walk each opportunity together, where it really stands and every step left to close it.
  • Build the system. When something works for one person, I turn it into a process the whole team can run. That is how the prospecting system ended up in other regions and on the SDR team.

I've managed people directly and I've led through influence. As a T-Mobile Retail Store Manager in Kansas City from 2013 to 2014 I had 13 direct reports, two of them people leaders. As a Government Account Executive I ran a 12-person contract research team and a marketing agency on an $8K budget. In the dealer and partner channels I led through influence: the dealer employees reported to the subagents, and the six channel hires were mentored, not managed. I finished T-Mobile's Leadership Development Program in 2018, the program that prepares people for senior-manager people-leader roles.

How I approach public-sector growth

Five questions, asked in this order. I've worked this path in New York, New Jersey, Delaware and North Carolina.

  1. Need: Who has the problem? Agency websites, scanned PDFs and meeting recordings. Public free and reduced-price lunch data (Emergency Connectivity Fund).
  2. Funding: What money is behind it? E-Rate for on-campus broadband (it stopped covering hotspots and school-bus Wi-Fi in 2025). The Emergency Connectivity Fund, while it ran (2021–2024). Federal public-safety grant programs, such as COPS. State grant funding for public safety and municipalities in New York and New Jersey.
  3. Vehicle: How can they buy? NYS OGS contracts. New Jersey state contract. NASPO ValuePoint. Sourcewell. NPP. GSA.
  4. Route: Who can sell it to them? North Carolina state-contract riders through listed resellers. Partner teaming with integrators and resellers.
  5. Award: How does it close? RFP coordination. SLED procurement cycles. MEDDICC qualification in Salesforce.

My methodology: the first 90 days of a public-sector motion

This is how I would start a public-sector motion. Three phases, and each one ends with something you can inspect and a test of whether it worked. Partners get early milestones for customer access, contract eligibility and deal progress, and at each review I decide what to keep, change or stop.

  1. Days 1–30: Map how the buyers can buy

    Output: A buying-path map for priority states and a shared definition of qualified pipeline.

    How I judge it: The team agrees which accounts come first, and why.

  2. Days 31–60: Build the partner route

    Output: Two or three partner bets, each with a contract route and a target account list.

    How I judge it: Partners register their first deals on those routes.

  3. Days 61–90: Run the play and make it repeatable

    Output: A written playbook and a weekly pipeline review the team owns.

    How I judge it: The team runs the review without me, and funded-need pipeline is growing.

What people I've worked for say

  • “I had the pleasure of managing Mo Helmy during our time together at T-Mobile, and I can say without hesitation that he is one of the most driven, innovative, and results oriented leaders I've worked with in my career.”
    Gary Khatcherian, Sales Manager · Channel Sales Leader. Managed Mo directly, June 30, 2025.
  • “I wholeheartedly recommend Mo Helmy for any leadership role in channel sales. Mo's leadership style inspires confidence and fosters a collaborative spirit among team members.”
    Dave Bolton, Sr. Manager, T-Mobile for Government (DC, MD & VA). Senior to Mo, May 10, 2024.
  • “Mo is a strategic planner, does his research, and attacks the market like nobody else. Because of his immediate impact while on my team, Mo earned a promotion to a role where he could significantly impact T-Mobile's Government sales.”
    Brett Olbrys, MPA, Executive Sales & Operations Leader. Managed Mo directly, December 1, 2022.
  • “Mo is one of the most intelligent, driven, and selfless people I have ever met. It's not about him. It's about seeing his channel and the people he cares about succeed.”
    David Piccolo, Senior Leader, T-Mobile for Government (NY & NJ). Managed Mo directly, October 8, 2022.

Quoted word for word from public recommendations on LinkedIn. Read them on LinkedIn.

Career

2014201620182020202220242026Senior National Connected Solutio…National Partner Channel ExecutiveGovernment Account ExecutiveGovernment Account ManagerMetro Development ManagerBusiness ManagerRetail Store Manager
One bar per role, 2013 to 2026. A red mark is a promotion into the role.

  1. 2025–present

    Senior National Connected Solutions Provider Executive

    T-Mobile · senior manager level

    Manage resale strategy and partner relationships for systems integrators and connected solutions providers on the national channel team. Wrote the business case for a reseller marketplace; leadership adopted it, and the product team is building it.

  2. 2023–2025

    National Partner Channel Executive

    T-Mobile · Southeast SLED

    Owned the public-sector partner channel for the Southeast. No. 1 of 91 in T-Mobile's partner channel across every segment in 2023, Annual Winners Circle, and two other regions adopted my partner plan. Built the plans behind 310 new accounts and 600 department expansions in 2023 for a direct sales team of about 75, made the partner and compensation call on each deal, and mentored and trained six new hires.

    Promoted from Government Account Executive

  3. 2021–2023

    Government Account Executive

    T-Mobile · New York / New Jersey / Delaware

    326% of quota in 2021 and 380% in 2022, with 191 new customers. Built the prospecting system other regions and the SDR team adopted. Ran a 12-person contract research team and a marketing agency.

    Promoted twice: Government Account Manager → Associate Government Account Executive → Government Account Executive

  4. 2020–2021

    Government Account Manager

    T-Mobile

    Carried government, education, public-health and nonprofit accounts.

  5. 2016–2020

    Metro Development Manager

    T-Mobile · Metro by T-Mobile dealer channel

    The territory grew from 8 to 20 locations while I was there. I managed $125K a quarter in MDF and partner budgets, and my dealer trainings drew more than 1,000 attendances.

    Role later titled Dealer Development Manager

  6. 2014–2015

    Business Manager

    Human Factors International

    Looked after 25+ multinational accounts buying UX services, and negotiated the master service agreements.

  7. 2013–2014

    Retail Store Manager

    T-Mobile · Kansas City, Missouri

    Ran a store with a team of 13, two of them people leaders.

Recognition
T-Mobile Annual Winners Circle (partner channel) · Director's Award 2021 & 2022 · City & State Albany 40 Under 40 (2022) · Promoted 3 times in 3 years · T-Mobile Leadership Development Program (2018)
Education
B.S. Business, University of Phoenix (2025) · English, Arabic

If you want to talk about public-sector growth, partner strategy or applied AI, I'd like to hear from you.

Email is the best way to reach me.

Email

mohamedomarhelmy@gmail.com

LinkedIn

linkedin.com/in/mohelmy1

GitHub

github.com/MoHelmyNY

X

@MoHelmyNY

Durham, NC · Remote, with occasional travel

Résumés

Web résumé · Press kit · Plain-text profile