Areas of Engagement
- A top-line review of go-to-market effectiveness and sales leadership engagement.
- Developing an enhanced go-to-market strategy that includes alliances and channel development.
- Advise Private Equity and other investors on industry growth indications, enabling technology trends and related opportunities.
- Evaluation of investment targets, diligence efforts.
- How to better understand government markets.
Steve is an experienced executive leader with a record of success across diverse technology and geographical markets. His areas of management expertise include marketing, sales management, business development, direct and indirect sales, complex account acquisition strategies and product development. His market experience spans wireless mobility platforms, public safety applications, systems integration and major IT projects serving enterprise and government markets both in North America and internationally.
The companies he has served in executive roles include Motorola, General Dynamics Information Technology, EADS Inc. (now Airbus DS) and Harris Corporation. Recently Steve was a Senior VP with Unify Inc., a joint venture of the Gores Group and Siemens AG. In that role Steve drove an 8% increase in top line growth in a mature and competitive global business by focusing on new market opportunities in global accounts, public sector (Connected Cities) and the energy markets.
While General Manager for a division of a US telecomm company operating in Japan, he redesigned the business strategy to focus more on channels and technology trends. Leading this effort, he recognized the early signs of digital telecom trends and formed a JV with Japanese partners to offer advanced digital wireless services by building a carrier class network in Tokyo. Grew overall division revenue and profits 2x over 3 years.
Founding advisory board member of $100M tech solutions and services company. Drove strategy to expand markets, re-design management team and positioned for strategic exit which occurred 36 months later for an above average market multiple.
Took a telecom wireless networking division that was significantly overstaffed and in the red back to breakeven in 18 months. Re-structured the organization and staff costs, redesigned the GTM model to focus on the top 20% of the market that represented 80% of the spend and resolved cross-culture staffing challenges across 15 markets in South Asia.