Business Development

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Position
Business Development
Location Confidential
Yes
Willing to Relocate
Yes
Industry
Communications--(Phone-/-Cable-/-Satellite)
Function
SALES-MANAGEMENT-and-SALES
Compensation
$200,000 to $400,000

Resume Summary
I am an executive manager strategically balancing business needs and customer relations for growth and profitability. I do this by focusing on 1) Business Management, 2) Customer Management and 3) Product Management.

Resume Body      BUSINESS DEVELOPMENT

I am an executive manager strategically balancing business needs and customer relations for growth and profitability. I do this by focusing on 1) Business Management, 2) Customer Management and 3) Product Management.

I am an extroverted business driven senior executive leader with more than 13 years experience in venture capital startups, system integrators and small enterprises. I have 27+ years of experience in the telecommunications hi-tech equipment and services industry. I started my career with AT&T Bell Laboratories and most recently served with Nokia Siemens Networks, both of which were large bureaucratic multinationals. I have also significant experience in working with small nimble companies, with direct hands-on experience in South East Asia (Australia, Brunei, Cambodia, India, Indonesia, Laos, Malaysia, Philippines, Singapore, Thailand, and Vietnam). I have management and motivational experience and the know how to build strong teams. I have a proven record in entering new markets with early as well as mid-stage businesses.

I have direct experience in software development, business support services, engagement planning, relationship strategy, negotiation strategy, Opex engagement analysis, end game analysis, positioning strategy, needs and buy analysis, deal structure analysis, business development, account management, sales and pricing strategy. I have an in-depth market understanding of customer market trends and country development. This experience is combined with initiative and pragmatic knowledge of running a P&L business and I bring to the table a deep understanding of the cultures involved.

EXPERIENCE


Nokia Siemens Networks, Asia-Pacific (2007-2013) - A turnkey telecommunications Solutions Supplier formed by the joint venture of the telecom equipment divisions of Nokia and Siemens in 2007 of which I joined just after the merger. At that time, the portfolio of NSN was heavily centered on the core and radio network with great emphasis put upon BSS and consulting activities for growing the business and developing significant customer bonding. We insisted on maintaining a principle consultant in each and every group that I supported as doing so allow for more effective CxO engagements. I entered NSN in 2007 at the request of John Stefanac, who I worked with previously in the Asia Pacific region at AT&T International. John asked me to come help rebuild the customer base, especially on the Siemens side of the business, which was very much destroyed as a result of the merger. John is now President SEA/Pacific at Qualcomm.

Head Business Development and Strategy, Thailand. The merger of Nokia and Siemens' telecommunications networks left the government space in Thailand in complete collapse from a relationship and revenue perspective. The government sector in Thailand, as is virtually every government throughout the world, was heavily relationship based - a forte of Siemens but not necessarily of Nokia's past in the region. NSN's business activities in this area needed to be revived, as there was a great deal of business/contracts in progress. We re-engineered the approach to market as a channel based structure, which was based on and in harmony with the compliance standards of the legal team, and re-entered the market forcefully. During this process, 2008 Ricky Corker, now on the Executive Board of NSN, asked if I would also assume control of the Business Development Customer Team.

Head of Customer Team - Business Development, Thailand. I had P&L responsibility providing for solutions to the Thai government operators, to True and True Move, as well responsibility to rebuild the NSN channel partners following the Nokia Siemens Merger. When I assumed control of the group, it was bleeding cash due to 1) poorly defined contracts which also no longer fit the business direction of NSN, 2) incomplete contract management structures (poor execution of services), 3) corruption which had permeated into the group. We implemented changes to address these issues and to bid for and captured new business. I managed a team of around 30 people for sales, services and support and we built the business from a money loser to a E40M business with 65% margins. My group was awarded Asia Pacific Margin award for 2009.

Head of Customer Team - Globe Telecoms, Philippines. In 2010, I was asked by Ricky Corker to move into a governance account, that was in the process of being overtaken by Huawei and of which had been unmanaged for nearly 7 months. Anyone who works in long-term annuity accounts knows the challenges of cultural change from an annuity mindset to a competitive mindset, if not monitored properly, annuity accounts often make people reactive as opposed to proactive. Globe was a 20-year annuity account for Nokia, and we saw the internal cultural challenges, so we strategically as well as operationally transformed up the account to address this issue. I managed a team of around 65 people for sales, services and support, which at NSN is a complex matrix structure, and we moved the account from low margins to margins in the 85% area. We did this by focusing on software, services and strict change management controls.

I returned back to Thailand as Head of Business Development and Strategy in January, 2013. By this time, as part of its internal restructuring goals, NSN had sold off or closed nearly every business unit other than RAN and Core (which was essentially outsourced from Cisco, Juniper or Tellabs by this point.) The goal, of course, was to go back to basics by providing focus on a limited portfolio rather than doing many things "mediocre". Given NSN's current business plans, revenue projections, and employee size, I believed that NSN carried an employee base of 100% more than it should, which would require staff reductions in the 50% range. For example, NSN was still carrying approximately 60,000 employees for revenue of around $18B versus Cisco that had around 70,000 employees for a 2013 projection of $54B in revenue. In combination with this concern, the control of the company was handed to external consultants, probably on the belief of the shareholders that the management of the company was not managing the company in a manner acceptable to them, and thus giving the day-to-day operations plus the culture definition to externals who had specific goal of cost reductions, and not growth, as their compensation targets. While I was not on the retrenchment list, I asked to be included in the ongoing retrenchment package so that I could move on and I was allowed to do so and given the package.

Achievements

* We establish a partner certification program for NSN in the Asia North region, working with legal, government and business, in line with international compliance standards that led to the success of TOT 3G with the initial contract worth over $30M.
* We penetrated CAT NGN for NSN via a newly established partner program with initial contracts worth $5M
* We establish a migration path from Siemens ACT Contract with TOT to the phase 1 TOT 3G Mobile, thereby allowing for follow up sales and avoiding default damages due to the NSN merger activities.
* I was promoted to assume responsibility for the Business Development Customer Team. We quickly turned around Thai BD Customer Team from $10M in revenues at $13M in costs to $13M in revenues at $7M in costs and then to E40M in revenues at 65% margins. We did this by eliminating massive leakage, refocusing the project management and examining timelines in conjunction with contract management principles while also focusing on specific new business where we had some form of leveraged advantage.
* Apertio was a fabulous HLR designed original with Orange that entered the market here in Thailand, as well as elsewhere, via Motorola. NSN bought Apertio. We then had to managed the takeover of the Motorola HLR business (Apertio) at True Move in such a way that the P&L of the customer team was not violated, that True Move received the support it wanted and that Motorola was relieved of their obligations to True Move. This included the necessary technical, support and contractual novations/negotiations necessary to migrate the business in a fashion that made all parties "delighted".
* We expanded BSS activities across all accounts. (CEM, IN, Cloud, SADM, iGMLC, etc.) The simple reality was that the CxOs and the business side personnel of the operators were deeply more interested in these products and often left the tactical decisions on radio and core to the network side of the house (i.e. the engineers). NSN has since exited nearly all of its BSS product lines in its quest to streamline its business and provide more internal focus to its remaining product lines.
* We invested time in and improved business relationships with the customer management structures and added project management more robustly into the local customer team business practices. I was later promoted to the Philippines to manage a transitioning business environment for Globe Telecoms.
* Co-Lead, along with the engagement principle, Marcus Andersson, the bid for the $750M transformation of the Globe Telecoms network. This bid was for a full turnkey transformation plus managed services. The bidding process was a 9 months and was literally a 18 hours/ day and 7 days/week process of which we eventually lost to Huawei,as NSN was ultimately unwilling to accept the final prices and terms from Globe. Ericsson and ZTE also suffered the same fate.
* We achieved 85% margins in the Globe Telecoms account. This was achieved via strong emphasis on software and services sales combined with a strict and disciplined contract management approach both in presales as well as post-sales activities. Over a two year period, this was a $150M account with very high margin levels. To put it bluntly, our Customer Team carried the region in terms of margin.


Onsite Systems Inc., Santa Clara, Ca. (2006-2007) - A wireless back-haul optical ADM w/Ethernet start-up with a simple exit strategy of first validating its box technology and then having the investors sell the company as a "product" outright. In essence, this particular employment was more of a "contract project" as opposed to "employment". Jim Grady, my previous boss from Ditech Networks brought me into this project to help him deliver the product into various operators' networks to validate the technology. Jim is now CEO at Cellebrite USA.

Vice President of Business Development, Asia Pacific Region, based from Thailand. Utilizing a channel model, we sold product to Telksomsel, Excelcom in Malaysia and TelecomAsia as well the military in Thailand. The installation and use of the product in essence validated the technology and allowed Onsite Systems to position itself to sell itself to a suitor, in this case a company called Patton. The target personal in the customers organizations were mid-level management who had short term technical and budget commitments. Furthermore, we were paid for all the equipment we sold so the economic engagement was also solid and we could monitor the quality of the product via post-sales support.


Kodiak Networks Inc., San Ramon, Ca. (2005-2006) - A supplier of Instant Calling (Push-to-Talk) technology start-up originating fundamentally on US based business models where the investors wanted to export these business models internationally(i.e. Push-to-Talk over normal GSM phone calls). Essentially they were trying to mimic Sprint's iDEN success, but with GSM networks worldwide. Kokiak Networks was successful in this strategy at Cingular. I joined Kodiak Networks due to a very generous stock option plan that they offered me while I was at Ditech Networks. At the time, they were "unhappy" with their lead in the Asia Pacific region. I reviewed the offer at the time with my management, Jim Grady and Mike Papesh, and both agreed that I should take the offer and join Kodiak Networks. Unfortunately, the stock options never materialized due to continuous shareholder dilutions during the funding process for the company.

Vice President of Sales, SE Asia Pacific Region, based from Thailand. Kodiak Networks had two years of no success in Asia when I took over the account from my predecessor and they were just burning cash with meetings and trials, but with no results. What I found, after I joined, was that my predecessor was indeed successful in performing trials and introductions in the region, but that the trials were plagued with poorly functioning software and no proper PTT handsets. (They were using apps on Symbian clients.) As with many start-ups, it was a shoot the messenger scenario so I decided to learn from that lesson. Beginning with no local resources in the region, which is a mandatory requirement from most local operators, we built a case at Telstra and established an initial contract and trial for Push-to-Talk for $8M. We did this by arguing top-down for a Cingular technology\market path at Telstra so that they could lower their costs and risks. We establishing direct contact, bottom up, between Cingular and Telstra's marketing and technical teams, coordinating with handset suppliers and distributors, and hiring local support at Telstra at the engineering and marketing levels (in addition to the executive levels.) In essence, we ended up being a matchmaker and letting Cingular "sell" Telstra, which in the end was also very good for Cingular.


Ditech Networks, Mountain View, Ca. (2003-2005) - A Voice Processing Cellular Solutions Niche Player. Ditech Networks sells Echo Cancelers and Noise Reduction equipment. The company also experimented with equipment that allowed for higher quality usage of lower bit codes in the mobile networks. The express business purpose of using improvements in voice quality was to allow for the increased usage of low bit codecs, thereby lowering the operator's investment requirements for peak period busy hour traffic. Ditech Networks was a supplier to CommVerge Solutions, where I worked previously. I was invited to join, first as a consultant, after I left CommVerge Solutions, by Mike Papesh. Mike is currently CEO at Industrial Sensor Systems.

Director of Sales, Asia Pacific Region, based from Thailand. We validated the noise reduction technologies and strategies development with multimillion-dollar sales in Indonesia. We focused initially on Indonesia since it was a rapidly growing tier 3 market with many operators in competition with each other, all of which enable significant amounts of lower bit codecs in their networks. We provided trials for Telkomsel, Indosat and Excelcom and we went on to close a $2M deal with Excelcom just before I left. Indonesia became a very successful market for Ditech Networks.

Business Consultant for Southeast Asia based from Thailand. After I left CommVerge Solutions, I worked with the Head of Sales, Jim Grady and CTO, Sandeep Pombra, of Ditech Networks to first conceptualize and then create a new type of noise reduction product with the business valuation of creating higher quality performance and targeting tier 3 markets where lower bits codecs were used in higher percentages. This shifted business case/sales argument for the operators from quality enhancement which were additional capex arguments to capacity expansion/peak hour cost reductions which translated into measurable Capex reduction discussions. Ditech then hired me as their Director of Sales for the Asia Pacific Region.


CommVerge Solutions Co. Ltd., Bangkok, Thailand, (2000-2002) - A venture capital (VC) funded system integrator start-up. CommVerge Solutions was an Asia Pacific wide system integrator created, by the VC community from California, with the idea of being an additional growth path, as well as an additional exit strategy, for VC sponsored companies. Most VCs companies in 2000 had either to sell themselves to a major player or make it on their own either by growing internally (founders also winning) or by additional funding (the big washing out of options). The idea of CommVerge Solutions was for a system integrator to offer "big company" levels of service, support, reliability and execution which would allow the particular venture capital startup, typically consisting of mostly engineers, to focus on their own technical strengths and not necessarily building marketing, support or sales teams in the Asia Pacific Region.

CommVerge Solutions was founded and originally staffed by ex-AT&T Network Systems and ex-Lucent personnel. It was these people who invited me also to join from Tellabs, based on my AT&T background. When I resigned from Tellabs, Chris Cooney, one of the founders of Tellabs, personally called me and asked me to stay and not join CommVerge, of which he thought was a bad idea A part of his rational was that he was highly suspicious of the VC arena and felt I would be better off at Tellabs given where Tellabs had come from and how I was doing at the company. Rightly or wrongly, I decided to continue on with my move to CommVerge Solutions. This was indeed a stressful time for all VC startups given the collapse of the dotcom bubble in 2000.

Country President, Thailand, Started country marketing, sales and implementation activities for advanced best-of-breed communications solutions. Managed a staff of 20 professionals plus sub-contractors, as needed. One validation of our customer management approach was when we sold Telemedia Billing System to, TelecomAsia, an operator in Thailand, based on solid business principles. However, half way through the project, Telemedia went bankrupt leaving us with an obligation to TelecomAsia without a supplier or a product. We worked with the receiver of Telemedia, the potential buyers of the company, Business Logic Systems and TelecomAsia to finalize the project successfully. Telemedia was later reborn as Argent.

I managed the P&L of a business tied into a regional network of support managing marketing, implementation and sales functions. Revenues were $3M with operational expenses of $600K in 2002, and $2M with operational expenses of $800K in 2001.


Tellabs (Thailand) Co. Ltd., Bangkok, Thailand, (1995-2000) - A provider of optical, broadband and voice-quality solutions for the telecommunications market.

Thailand Country Manager/Indochina Regional Director - I was originally hired to be the country manager for Thailand. The first 2 ´ years went extremely well, but on July 2, 1997, the Asian Financial Crisis hit the region and began in Thailand. At that time, Tellabs expanded my role to also include management for the Indochina region. At first, the hit from the collapse of the Asian economies was hard, but then most customers cancelled their next generation developments, such as expanding IP and ATM, and reverted back to TDM expansions as they were cheaper and lower risk in the short term. This played very well into the existing Tellabs portfolio creating a very profitable second 2 ´ years.

Achievements

* I oversaw Profit & Loss for Thailand business. Thailand served as a base for the ASEAN operations for Tellabs during my time. In our case, we had roughly $13M/year in revenue with an operating cost of $500K and COGS of $4M/year.
* I managed sales for Thailand, Indonesia, Malaysia, Philippines, Singapore, and Vietnam generating $50M in revenue with this role not being a P&L role.
* We sold Tellabs VQE solutions to Singapore Telecoms for S$5M.
* We delivered Tellabs 532 to Ericsson for $2M in revenue - twice.
* We arranged financing for UIH after the collapse of the Asian economics in 1997. UIH turned out to be a pivotal customer for Tellabs. When the Thai Baht collapsed, the exchange went from $1/25THB to $1/52THB with most vendors paid in US$ whereas UIH collected its revenue in local currency. By putting this financial package together, kept UIH solvent and we kept Tellabs as the supplier for UIH DDN network for years to come.
* We sold and equipped the Tellabs MartisDXX for Telecom Malaysia (TMB) for an initial frame contract of $100M.
* We fitted the Tellabs VQE products to Maxis in Malaysia via Motorola.
* We worked with Salix and other next generation products from Tellabs. Tellabs, as was most TDM suppliers at the time, was attempting to move its portfolio from TDM to IP based.


AT&T (Thailand) Co. Ltd., Bangkok, Thailand, (1990-1995) - In 1990, AT&T Network Systems was a new entrant into the Thailand market in and the essential component of the sales efforts of AT&T Network Systems (later to become Lucent). I was invited to join the AT&T Thailand sells team by Tommy Nielson, head of the AT&T Asia Pacific Region, who became familiar with me during my First Application support roles in Singapore. The initial goals were to participate and win the Thailand 7th Project Fixed line expansion.

Contract Administrator Director (1995-1995) Oversaw the management of all contracts between AT&T Network Systems and all customers in Thailand. (i.e. collected the money for the systems sold.) When the current contract administrator, Al Steinmenz, repatriated out of Thailand, the AT&T Country Manager, Steve Tsistouris, asked if I would take over this role given my familiarity with the contract as well as the customer, TelecomAsia.

Achievements

* Managed and negotiated bills of quantities for project completions. Over saw the semi-forced collection of $100M in revenue. For those of you that know TelecomAsia, then you know that they are very clever at delaying payments and it creats a process of constant maneuvering and positioning to receive payment. Fundamentally, if TelecomAsia legally has a loop hole not to pay, and they can get away with legally not paying, then they do.
* Provided change management control process for contractual changes.
* Negotiated contractual disputes as they developed. In terms of working with TelecomAsia, it seemed that my non-legal background helped. Everything was negotiated.
* Ensured that work provided was in harmony with the contractual obligations of the company.
* Reviewed and provided new contracts.

Account Sales Director (1990-1995) I was accountable of all sales activities for all product lines to the TelecomAsia Group. The work to win the 7th Project was a 2-year sale cycle with a Military Coup overturning the government in the middle bidding cycle, so that we had to start the bidding process completely over once the dust settled. In the end, the country was split from a concession structure into the Bangkok Metropolitan region, of which AT&T serviced, and the rest of the country, of which AT&T was not involved in. The project for AT&T was a full turnkey fixed line project that included all the joys of a full OSP build out. In my roles, I initially started as a switching product sale person, but during the cycle AT&T reorganized from a product focused sales structure to an account focused sales account team, so I ended up with full account management responsibilities.

Achievements

* I initially provided 5ESS Switch Infrastructure to TelecomAsia group. This represented approximately 30% of a $300M contract - the remaining 70% was OSP and transmission (of which I later assumed ownership of).
* We supplied the 5ESS Switch International Gateway to the Communication Authority of Thailand (CAT) via the Shinawatra group for $5M. The CAT has stewardship over all international traffic in Thailand.
* We sold associated infrastructure to the Gateway such as DACS and multi-distribution frames from $5M-$10 in multiple blocks
* As time went on, I gradually furnished outside plant commercial support and negotiations. One learns quite a bid working OSP!


AT&T Bell Laboratories, Lisle, Illinois and Singapore, (1984-1990) - The historical R&D for AT&T. I was originally hired into Bell Labs under the One-Year-On-Campus Program, where AT&T pays for a focused Master's Degree and then returned into R&D as a Development Team Leader. What set me apart from others when I joined AT&T, was that I could readily program as I had been working my way through college programming.

Telecommunications Manager (1987-1990) Provided the AT&T/Singapore Telecoms customer interface for all issues relating to the first office gateway applications of the 5ESS Switch. This was the first truly international product, complying with international standards, following the divestiture of AT&T in 1984 and was critical to its strategy of going to non-U.S. Markets.

* We managed and tracked customer dissatisfaction issue. We had regular meetings with SingTel management to discuss all open items and to update with status and progress.
* We scheduled First Office Application installation and testing for AT&T's new products and releases. We worked with SingTel staff to install and test with other worldwide representatives.
* We communicated with both AT&T and Singapore Telecoms on company procedures. Both companies were mammoth bureaucracies. I learned that most technical issues were significantly people based in there origins and the people involved could radically influence the outcome. I was the interface between the monopolistic bureaucratic nationalist Singapore Telecoms and post-monopolistic bureaucratic nationalistic AT&T.

Development Team Leader (1984-1987) Headed small software development teams of 5 to 10 for AT&T Switching international development projects. AT&T was modifying its domestic products as legal divestiture of AT&T allowed it to enter international markets in full force for the first time.

* Our team produced software for the development of the CCITT No. 5 International Signaling System. I followed the deployment of CCITT No. 5 into the field in the First Office Applications of the Gateway.
* We communicated with other development teams and hastened the development of the CCITT No. 5, 6 and number 7 signaling system.
* The CCITT No. 5 Signaling System was the bottleneck for the entire delivery of the 5ESS Switch to SingTel. As such, the team was high profile and under pressure. The current team leader refused to budge on timeline. Management decided on his was removal and I was asked to step into the development team leader role leading a team of around 6 developers plus the coordination required with the system designers and other development teams.
* I was a program developer for the CCITT No. 5 Signaling System development. Divestiture allowed AT&T to enter international markets. The first gateway was to be provided to SingTel with this signaling system was the main standard at the time. From a 5ESS hardware design, the CCITT No. 5 system was on the same card as the echo canceller systems. Thus, the logic to control echo cancellation was also built into the same software as the signaling control and hardware and software design was in tandem.
* I returned from OYOC and supported the Software System Engineer teams in their designs by supporting for designing networks in Spain and Holland and Russia. This lead me into the CCITT No. 5 Signaling Development team being developed for the 5ESS International Gateway projects.


McKay Institute, Provo, Utah (1982-1984), Supported my education via software programming.

Software Programmer for research and development projects managed by the McKay Institute. The McKay Institute was a software house at Brigham Young University (BYU) that outsourced programming to general projects at the Department of Defense. In my case I had a small scholarship to BYU and I made up the difference for tuition and living by developing software on a part time basis. Naturally, this work complemented my education as a computer science major.

* The McKay Institute had a contract to develop computer based educational software. In one example, we mapped the education software to recordings on a laser disk, modern at the time, which contained a variety of materials that were to be presented. Software development was done in MS-DOS and in the C programming language.


EDUCATION

Masters of Management, Sasin of Chulalongkorn University - 1999. Sasin is a joint two-year executive academic business endeavor of Chulalongkorn University, the J.L. Kellogg Graduate School of Management of Northwestern University and the Wharton School of the University of Pennsylvania.

Master of Science in Engineering, University of Pennsylvania - 1985. My degree was focused on Computer and Information Science Studies which included studies in both firmware and software design. My Masters Thesis was in database design.

One Year on Campus - Financial scholarship from AT&T Bell Laboratories where my tuition was paid to the University of Pennsylvania between 1984-1985. In addition, I was paid a stipend.

Bachelors Degree in Science, Brigham Young University - 1984. I studied revolved around software design and the theory of software structures.

University of California at Irvine, Chemistry/Biology - 1979. I studied for two years, but changed majors and finished at BYU.

William N. Neff High School - La Mirada, Ca. - 1977. Some people ask me why I included my high school, but I find that the experiences of youth impact us later on in so many ways. I enjoyed high school very much

Strategic Marketing Planning, The University of Michigan - 1994
AT&T PQP Contract Management Training, George Washington University - 1995
AT&T PQP Sales Training & Insight Training - 1990-1994

Languages: English & Thai
Married with 3 Children
Activities I Enjoy: Reading, Family, Walking with others, Scuba Diving and Golf

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