beschikbaar?

TIP: soortgelijke CVs vinden

Sales Manager

Work Experience

Career Summary

September 2001 to present: Business Innovation Associates Ltd, (BIA).
Managing Director

I am co-founder and MD of BIA which is a specialised business services company focussed on delivering cost reduction and shareholder value programmes to Times Top 1000 companies.

June 01 to September 01: eMagine International
Chief Operating Officer
EMagine are an international bespoke application developer and systems integrator, owned by Deutsche Bank but operating independently, focussed on the financial services markets, revenues circa $100mm.
My role was to set up and run the UK operation from scratch. I was responsible for the UK P&L, sales, marketing and all operational issues. UK target was £7.5m in 2001 and £20m for ’02.

EMagine were merged with GFT in August ’01 and myself and my team left to set up BIA.

October ’96 to June ’01 : Microsoft Corporation Inc.

Jan 00 to June 01, Senior Sales Manager, Finance & Banking Division.
Responsible for managing a team of Business Development managers and Strategy Consultants, focussing on Business Development into the top 50 financial institutions based in the UK. This includes UK retail/wholesale/internet banks, insurance and international investment banks selling both Microsoft software technology solutions and professional services.
Major focus is on meeting sales targets, recruitment of new staff to meet the demand of our major clients for consulting services and coaching/development of new starters to meet their targets.
I carry a £2m consulting target, a £20m licence responsibility and I have full P&L responsibility for my group. My team exceeded all it’s targets in the year 2000 with some notable milestone wins in many of the household names in the finance sector.
Major customers include Lloyds TSB, Abbey National, Nationwide, Prudential, Barclays Bank, Merrill Lynch, Credit Suisse and Deutsche Bank.

July ’99 to Dec. ’99, Senior Sales Manager, Global Partners Practice.
Managing a team of Business Development Managers and Partner Strategy Consultants, responsible for the business development relationship for Microsoft’s alliance with ICL across EMEA. This carried an annual target of £350m of pull-through Microsoft revenues and we achieved £500million against this. My role was to manage the relationship at a senior level between ICL-Fujitsu and Microsoft and to deliver the business development team across the various “go to markets” targeted jointly by our two companies. My major activities included driving the sales funnel, customer/sales engagement and team coaching to drive successful business/sales as well as recruiting new staff. I also carried full P&L responsibility for the group. Notable wins included Nokia in Finland, Kingfisher Group, Abbey National, Inland Revenue, and numerous central and local government projects.

July’98 to July’99, Sales Group Manager, Global Alliances and Partners Group.
Set up, developed and managed the sales team from scratch in Microsoft to manage the business relationships between Microsoft and the system integrator/consulting firms across Europe. These included CAP Gemini, Sema Group, Logica, Accenture, PWC Global, KPMG and SAP in our “tier 1” grouping and a number of others such as Druid, Parity and Admiral Computing in our “tier 2”. My role as group manager was as leader, coach, escalation point and strategist for the team. I also secured significant resources and commitment from Microsoft to fund major marketing events to customers and partners and for the development and launch of our own web-site to drive business to and through our managed partners.
Our key measure for the year was pull-through or “leveraged” Microsoft business via these alliances as well as strategic wins, pipeline and market momentum. Our achievement for the year was in excess of £600m across the EMEA region against a target of £150m.

October ’96 to July ’98 Business Development Manager, Microsoft SQL Server Sales
I joined Microsoft to lead the “SQL 100” team, (Microsoft hired 100 sales/business development managers globally to spearhead to SQL Server sales business), in the UK which was focussed on high profile “mission critical” line of business wins in Microsoft’s major vertical markets, (finance, commercial, government, Telco’s). During this period I also presented as a key-note speaker at UK web development road-show conferences with partners every two weeks. This totals over 4000 customers/prospects I personally presented to during this period.
This was essentially a competitive “start up” situation to build market momentum, credibility, wins and case studies for Microsoft against Oracle. Major achievements for each of the two years included £20m revenues ’96 to ’97, (against target of £16m), and £32m in ’97 to ’98 against a £28m goal. Significant individual wins included Alliance & Leicester Building Society, (8000 branch network win against Oracle), Harrods, Goldman Sachs, LIFFE & Going Places Travel.

September ’94 to October ’96, Regional Sales Manager, Northern Europe, System Software Associates.

I set up and developed SSA’s ERP/Supply chain sales, marketing and consulting business in Northern Europe which was traditionally on AS400. I drove the Unix-based business in particular and developed an organisation and competitive strategies to compete largely against SAP. My team comprised 45 staff across 4 countries and included direct sales, indirect partner sales, pre-sales, post-sales implementation consulting and marketing people.
Responsibilities included staff recruitment, setting up office infrastructure in four countries, setting up and delivering partner engagements, (inc. CAP Gemini, Andersen Consulting, Hewlett Packard, Oracle, WM Data and PWC), and driving sales targets on a quarterly basis as well as leading from the front in strategic sales situations.
Grew business from ground zero to around £12m by the end of 1996.
Notable major wins included Atlas Copco, Nycomed, Stora, Eriksson, Nokia, Coca Cola and Valmet.


October ’91 to Sept. ’94, Business Development and Alliances Manager, ASK Ingres Ltd.

I joined ASK/Ingres as a business development manager into the aerospace/defence and manufacturing sectors selling Ingres RDBMS and 4GL toolsets, competing against Oracle, Sybase and Informix. Major deals included a 10,000-seat win against Oracle and Informix in Philips Electronics Group.
After 2 years of this moved to run their ISV/Alliances area, developing and managing a number of key ISV’s and driving the partner strategy with ISV’s and major systems integrators.




October ‘ 90 to Oct. ’91, Sales & Marketing Director, RDI Ltd

Following the dissolution of HP’s software business at the end of 1990, I left HP to join a start up as Sales & Marketing Director. This business was an outsourcing business managing manufacturing firms supply chain processes and ERP systems.
My role was to develop the company’s sales and marketing plans and deliver against them with a team of 8 staff whilst carrying P&L responsibility. By the end of 1991, I had developed our business to the point where it was self-sustaining with revenues of approx. £2m per annum and an order book of committed contracts of £8m the following year.





July ’85 to October ‘ 90 Senior Sales and Sales Manager, Hewlett Packard Ltd.

’85 to ’88, Major account sales, UK.
Built UK business from a £500k region in 1985 to a £5 million sector by the end of 1988. Top UK and Top 100 sales worldwide for HP in 1987 and 1988, winning “Presidents Club” awards in both years.
’89 to ’90 Sales Manager, ERP Software HP UK.
Responsible for all HP’s ERP software product lines as UK sales/business manager. Responsible for a virtual team of 110 sales people, 18 Consultants and for the Alliance and delivery channels. Main products included HP’s own “Man Man” ERP products and the re-badged “MFG Pro” product.
Grew business from £750k to £3.5m and developed the distributor channel from zero to around £1m by 1989. Won “Presidents Club” award for global achievement in 1990.

Education

BSc, (Hons), in Physics & Engineering, Sheffield University 1981-1985.
Education: 10 “O” Levels, 3 “A” Levels,

Skills

I am a highly experienced General Manager, Sales Manager, business manager and entrepreneur in my 18th year in the IT industry. I have managed several successful start-up software and services businesses and turn-around situations as MD and Sales Director carrying full P&L responsibility as well as having started up, run and sold my own business. I am an accomplished businessman, salesman, partner manager, man manager, coach and above all a team player. I enjoy being at the heart of setting and driving strategy and tactics to achieve aggressive business goals. I have extensive Board level contacts throughout a range of large UK and European corporations including end customers and Partners. I also have an extensive network of colleagues and former colleagues in the software/IT services industry in addition to my current team on whom I could call as future team members for the right opportunity.

Languages

English mother tongue, conversational French.

Other

Example change management projects

1. Microsoft Corporation:
Lead programme analysing and changing the way Microsoft UK, (Microsoft Corp's largest subsidiary outside the USA with £1Billion in revenues all through the channel), managed, interacted with and promoted and marketed with it's channel partners.
This involved detailed study of all processes and procedures from both the internal and external customer view.
The result was a comprehensive programme that changed the entire management, delivery and marketing model for Microsoft's channel. It involved consulting both internally and externally with Microsoft Directors and the external partners, running events for 90+ partners to launch the new programme, and a new website to promote the channel to the external customer.

2. Microsoft Corporation:
Lead customer relationship management change programme for 1000 UK staff.
The goal was to change the way internal Microsoft staff viewed and interacted with the UK customer base. The aim was to drive up customer satisfaction. This involved analysing the customer interaction model and processes as they were, consulting with customers as well as internal staff and the Board then designing, training a team and delivering a series of launch events and training courses covering a range of business topics. This was aimed at equipping staff with new perspective, information and tools to help them understand and interact with their customers better and drive up satisfaction.
Around 8,000 man-hours of training across 8 business topics were delivered over a period of 9 months.
3. Nokia Mobile Telecommunications:
Lead a project working with Nokia's management team to re-design and change their manufacturing processes and quality procedures. This involved management consulting, analysis, planning, and execution of training and change management programme plus benefits measurement and reporting back to the Board.
4. EMI Music.
Worked with EMI's Director's and management team to analyse, change and deliver supporting systems and training to reduce manufacturing lead times and costs across three compact disc and tape plants in UK and Holland.

5. British Telecommunications PLC

Worked with BT’s retail major account team to structure and deliver the collateral and training on how to deliver a joint venture/co-location proposal for a major UK Retail bank.

 beschikbaar?