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CEO/COO/MD/VP Sales & Marketing

CEO/COO/MD/VP Sales & Marketing

Work Experience

ORBITAL SOFTWARE HOLDINGS plc, LSE listed, Expertise Sharing™ software group headquartered in Edinburgh, Scotland with operations in Europe and the United States. As Chief Operating Officer I ran worldwide operations which allowed the CEO to concentrate on strategic growth of the business.

CHIEF OPERATING OFFICER AND LATTERLY CEO September 1998 – To Date
· Main board director and member of executive management team
· Joined company prior to second round funding
· Built management team, defined and implemented communications systems at all levels
· Implemented processes & systems particularly in product development and product management
· Prepared multi-year business plans and prepared annual operational plans
· Managed company transition from a technology focus to a revenue focus. This included reshaping management team.
· Project managed IPO process and did road show presentation jointly with CEO
· Delivered revenue close to plan first year as a public company
· After being appointed CEO:
o Led a major strategic review of business which involved analysising 3 alternate strategies. Part of this involved working closely with the Chasm Group to reposition the company
o Two of the strategies involved M&A and over 30 opportunities were evaluated
o Finally, successfully delivered Orbital Software to a merger with Sopheon PLC despite considerable shareholder trepidation
o During my term as CEO stock price rose from 12p to an eventual exit price of 28p within 6 months


PENTLAND SYSTEMS LTD. Private venture backed company in the analog data acquisition market. Joined as Managing Director to manage company through cash crisis. Built strategic plan and downsized company to cash neutral position within 6 months.

MANAGING DIRECTOR April 1998 – September 1998
The company had flat revenues for 8 years and was technically insolvent when I joined.
· Implemented a new strategy, prepared a detailed business plan and attempted to find a strategic partner or additional funding.
· As it was not possible to execute on funding or a strategic partner, implemented a restructuring that brought company into monthly profitability. This allowed company to continue trading until a partner or funding was funding.
· Became & remain a non-executive director after downsizing


GULFSTREAM TRAVEL LTD. A long haul specialist tour operator with Internet delivery strategy.

CO FOUNDER AND PART TIME MD January 1996 to March 1998
Co-founder and part-time Managing Director of a Tour Operator and Travel Agent. Identified a niche in the travel market where the application of high technology and niche marketing could achieve rapid growth. Recruited management team to take business forward.


SPIDER SYSTEMS LTD. An internetworking company with hardware and software products.

DIRECTOR & GENERAL MANAGER – SPIDER SOFTWARE April 1992 to December 1995
The software business became so successful that it was spun off as a separate division.
· Setup and ran Division.
· Was part of Group’s executive management team which reported to Board.
· Successfully signed up over 100 OEMs worldwide
· Took on additional responsibility for hardware sales in the Pacific Rim
· Spider was sold to Shiva and I was part of integration team.
· Has 14 consecutive quarters of meeting or exceeding both revenue and profit targets

OEM BUSINESS MANAGER April 1991 to April 1992
Took on additional responsibility for all software and hardware products with the objective of introducing hardware products to the OEM channel.

SOFTWARE BUSINESS CENTRE MANAGER April 1989 –to April 1991
Responsible for running the Software Products Group as a profit generating business.
· Managed a sales, marketing and engineering team
· Grew business to £2M per annum with a customer base of over 50 OEMs including Unisys, Sequent, Sun, Hewlett-Packard, Data General, MIPS and Microsoft. 80% of revenue was from the USA
· Opened up offices in Boston and san Francisco
· Business was a purely IP licensing model which involved licensing source code to OEMs.
· Personally involved in negotiating most of the contracts
· Developed and introduced two new products – X.25 & OSI – including the acquisition of base level X.25 technology from an external company.
· Managed team of 30 staff

SOFTWARE SALES AND MARKETING MANAGER January 1997 to April 1989
Joined to set up a software business from scratch.
· Initially defined a 5-year business plan for developing and selling a range of software products through an OEM channel
· Defined first product – SpiderTCP
· Implemented a sales & marketing program to meet business plan


INMAP LIMITED. A University funded microprocessor consultancy operation.

MANAGING DIRECTOR April 1984 to January 1987
When I took over there were significant losses and a major objective was to return to profitability.
· Bottom line responsibility for the success of the company
· Achieved profitability and cover all carry forward losses within 10 months
· Changed company’s direction to become less dependent on Government business
· Improved efficiency of internal systems
· Attracted a buyer to take company through next phase of growth

PROJECT MANAGER April 1982 to April 1984
· Ran a major DTI project to increase microprocessor awareness within Scottish industry
· Met contractual commitments within budget
· Forecast and met costs and performance targets
· Set up a micro technology demonstration centre
· Organised major seminar program – chaired and presented at over 30 seminars
· Organised visit program to 250 companies and personally visited 150


TEXAS INSTRUMENTS LTD. Major semiconductor manufacturer. 1978 - 1982

NORTH EUROPEAN SYSTEMS INTEGRATOR MANAGER
Responsible for developing marketing plans and developing sales of a range of microprocessor products. Successfully developed the independent distribution channels in the UK. Five Systems Distributors were set up and I developed sales to over £1.5M per annum.

FIELD SYSTEMS SPECIALIST
Setup a new distribution channel for microprocessor systems in the UK - Systems Integrators. My responsibilities were to forecast and meet sales targets, manage the channel, prepare and implement marketing plans and budgets, provide technical and marketing support to the Systems Integrators. In just over a year there were 10 UK and 1 Scandinavian Systems Integrators with sales approaching £1M per annum.


ITT ELECTRONIC SERVICES LTD. U.K semiconductor distributor. 1977 - 1978

MICROPROCESSOR PRODUCT SPECIALIST
Responsible for marketing and sales support of the TI and Fairchild microprocessor development systems.


SIA LTD. Microprocessor consultancy. 1977 - 1977

MICROPROCESSOR CONSULTANT
I ran, as project leader, several microprocessor design & development projects for customers. Managed a staff of 2 and was involved in everything from customer liaison to hardware and software design.


CENTRAL COMPUTER AGENCY. Government agency. 1976 – 1977

PROFESSIONAL & TECHNICAL OFFICER GRADE II
Oversaw the installation & acceptance testing of large scientific mainframe computers in academic institutions.



STANDARD TELECOMMUNICATIONS LABS LTD. 1974 – 1976

RESEARCH ENGINEER
Designed and developed various hardware and software modules for use in telecommunication and digital data exchange projects.



Education

EDUCATION

UNIVERSITY OF GLAGOW 1970 - 1974
First class honours degree in Electronics & Electrical Engineering

FURTHER EDUCATION

Various sales, marketing, technical and management courses including 2 week residential short MBA course at Cranfield Management School.


Skills

Over 15 years’ general management experience and 20 years’ sales and marketing experience. Strong technical background and significant sales and marketing experience in the high tech business and most recently in the enterprise software business. In addition to generating sales throughout Europe, have extensive experience of opening up USA and Pacific Rim sales territories including setting up offices in Boston and San Francisco. Track record of exceeding sales and profit targets - exceeded sales and profit targets for last 14 consecutive quarters during my time at Spider Software. Significant general management experience of all aspects of a high tech business including new product development, support & delivery services, sales & marketing and finance. Most recently at Orbital have been responsible for day-to-day operational management of the business and led it through several VC funding rounds and in 2000 to a public listing on the LSE (TechMark). Finally, led Orbital through a major strategic review which involved looking at a significant number of M&A opportunities and finally led it through a merger with Sopheon

KEY SKILLS & ACCOMPLISHMENTS

· Significant sales, marketing & general management experience
· Global business experience – specifically the USA, Europe and the Pacific Rim
· Track record of meeting and exceeding goals
· Managed multi-discipline teams including engineering, finance, sales & marketing and have implemented business processes and KPIs to manage the business
· Significant experience in strategic marketing and business planning
· Experience in the technology sector – most recently in the software sector
· Set-up a software business from scratch and grew it to a multi-million dollar global business
· Successfully completed several rounds of angel and VC funding
· Successfully took a company public on the LSE
· Managed several M&A transactions


Languages

English

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