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Sales, Marketing, Technical, Services Director

Sales, Marketing, Technical, Services Director

Work Experience

Employment history

Sunrise Software Limited. (October 98 to Present).
Technical Director – Business Development Director – Vice President, Global Business Solutions.

I joined Sunrise as Technical Director responsible for Service Delivery, Product Development, QA & Test, Internal IT, Training and General Management – reporting to the Chairman. Providing business solutions for Internal IT Help Desk and other vertical Service Management requirements, I was part of a small team that produced a product architecture to take Sunrise beyond its traditional market into CRM, Workforce Productivity and the management of service delivery to all classes of customer.

Recognising my unique combination of commercial, negotiating, leadership and technical skills, I was asked to undertake the role of Business Development Director. I was given two objectives – to develop opportunities through to order and to mentor the product sales force.

Following some major changes to the senior structure of Sunrise, I was asked to undertake my current role of Vice President, Global Business Solutions. Responsible for Sales and Marketing, I was set the following objectives – re-establish run rate revenue from existing product and to lead the presentation to market of the new Business Solution referred to earlier.
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Specialix International Limited. (May 95 to April 98).
International Customer Services Director - Development Director - Group Technical Director.

Following a substantial period in the vanguard of modern data networking, I was appointed as International Customer Services Director for Specialix – the main objective being their entry into the network connectivity and Wide Area market. The European number one (number two worldwide) designer, manufacturer and distributor of multi-user serial I/O sub systems and network access products. Turnover of £20m, employing 120 people worldwide.

Having joined on the eve of a flawed MBO (though not part of) I was asked to join a new board with two other colleagues and two representatives from our prime investor (a major VC). My responsibilities were augmented to include product development, manufacturing and to work with the CEO as the senior force driving business growth with OEM and Channel partners worldwide. The single objective – set by the VC investor – was to secure a stable organisation with strong sales and product growth to effect a trade sale of the business.
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The Network. (November 94 - May 95).
Business Management and Change Consultant - Interim Manager.

Having held a long term desire to establish my own business offering a range of services to a variety of organisations, I set out to market myself under the identity of The Network.

Initially, I did some planning work for The Cousins group (a privately owned recruitment group) who wished to establish a Network Service business. I then moved to a specific project with the Alcatel voice and data networking business. I was tasked to lead a business change programme – focusing on the service delivery business – taking Alcatel from an organisation focused on the supply and support of PABX and 3270 plug-compatible products, to open systems networking solutions. This included organisational change, team development, leadership, partner selection and management and supporting the early business development phase.
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Harris Adacom Network Systems. (November 93 - November 94).
Services Director - Director and General Manger.

A subsidiary of Harris Adacom Corporation (in turn part of the $230m Adacom Technologies group) employed 150 people with a turn over of £20m. Formed from a group de-merger – to focus specifically on the creation of an open systems business – the company offered blue chip IBM clients a migration and co-existence solution from 3270 to standards based, open system networking. Employed as Services Director, I was tasked with developing and delivering new technical and professional services to a large committed base. In addition to this and full P&L responsibility, I managed a £4m hardware and software maintenance business.

Following substantial changes at group level, a new management structure was created and I was offered the role of Director and General Manager. Responsible for all aspects of the business, my main focus was to ensure the continued growth of the business commercially, culturally and operationally.
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Spider Systems Limited. (September 87 - November 93).
Support Manager - Technical Services Manager - Business Unit Manager - Services Director.

A Scottish based technology start up with annual sales growth in excess of 100% achieving turnover of £30m+ with a staff of 140. A highly innovative organisation that designed and manufactured network-attached products such as Terminal Servers, Bridges, Routers, Network Monitors and Analysers, Streams based communications software and system integration and Professional Services.

Starting as support manager, I was set two key objectives - establish an International Customer Support function and develop a Service revenue stream - I built a £6m Integration and Professional Services business, which was the biggest margin generator in the group. I was given the opportunity to run this business (including the seamless integration of a subsidiary) as the general manager and part of the management board.

Spider was my introduction to a modern, powerful management style and culture, which I have continued to develop as part of my success strategy to the current day.
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Delta Data Systems Limited. (July 80 - September 87).
Customer Engineer - Area Supervisor - Field Operations Manager.

A subsidiary of Delta Data Systems Inc., designing and manufacturing secure (TEMPEST) terminals and printers for a range of system environments.

Initially supporting a large installation at GCHQ, responsible for all customer liaisons, my role was extended to manage the maintenance business of the South West. Following some reorganisation, I was ultimately tasked with running all European service operations on a day-to-day basis. This included service delivery, revenue development, UK production and client management.

I was part of the successful negotiation of a contract to provide third party maintenance services for a PC manufacturer. As part of the same revenue drive, I also developed a Customer Training function.
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Smiths Industries (Aerospace & Defence) Limited (September 1978 - July 1980).
Assistant Design Engineer.

Design and development of computer based flight management systems (commercial and military).
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Smiths Industries (Avionics) (September 1974 - July 1978).
Technician Apprentice.

A four-year, ITB approved indentured apprenticeship with day release for college. Achievements included promotion from craft apprentice, apprentice of the year and leading the winning team in a national fire safety design competition.



Education

Largely self educated plus:

Eleven CSE/GCE certificates
City & Guilds Full Technological Certificate
BTEC Certificate in Management Studies

Member of the Institute of Directors


Skills

Sales & Marketing
New Product Launch
Techncial Director
Business Development
General Management and Leadership
Professional and Techncial Serivces Delvery Management

Languages

English
Limited French.

Other

Executive Summary

Having trained initially as an electronics engineer, I have always had a passion for business – customers and trading. During the early stages of my career I was frequently asked to carry out my duties on customer sites and was never slow to identify a commercial opportunity. In fact I believe strongly that a dissatisfied customer is an opportunity and I would usually expect to secure incremental revenue as well as long term satisfaction.

My approach is consultative but leading – I listen, decide, communicate and act. I encourage my team to work outside of their safety zone and create a culture where mistakes (not repeated) are considered as positive. This, when combined with evolving business and organisational process which is constantly adjusted to reflect progress, creates a solid framework for managing a business by exception and therefore to progress and develop from a solid foundation.

I am highly self-motivated and focus on results – results built on a solid and well-prepared foundation. I have experience and success across most disciplines of a modern technology centric business. Despite my engineering background I do not see technology as the product – in consulting with my clients and prospects I understand their needs and present a winning proposal. I get both the team and the customer focused on People, Process, Culture and then Technology – an approach that if applied correctly can substantially move control of a commercial engagement and subsequent project in the correct direction.

I am a committed and enthusiastic team member, communicator and leader, capable of working independently, enjoy a challenge, the rewards and the people I meet - an incurable business professional.

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