Making a Significant & Positive 
$ Impact 
on your Bottom Line. 
Gabriel Blanc-Laine 
Senior Executive 
Leading Internatio...
4 Corner Stones of a Unique Added Value 
Leadership 
Business 
Management 
Coaching 
People 
Management 
Gabriel Blanc-Lai...
A Unique, Diversified and Balanced Skill Set 
4- Passion 1- Creativity 
Leadership 
3- Vision 2- Ethics 
Business 
Managem...
20 years of Senior Management & Leadership 
in International S&M Operations 
4- Passion 1- Creativity 
Leadership 
• Belie...
14 Short Case Studies
Led Subsidiaries “Integration” through Higher 
Collaboration and Business Excellence 
VP International Operations - 09/201...
Ignited Sales Leading to SaaS New Business 
Four Folding and Profitability Recovery 
Group VP Sales - 01/2011 - 09/2013 - ...
Restructured a Company Leading to a $56M 
Acquisition. 
EVP Sales & Marketing - 6/2001 - 12/2004 - Steleus 
Situation/Oppo...
Doubled International Sales & Opened 
Asian Market. 
EVP Sales & Marketing - 6/2001 - 12/2004 - Steleus 
Situation/Opportu...
Established a 70p Top Gun Sales Team from 
Scratch & Generated $70M in 4 Years. 
Regional Sales VP - 11/1996 - 5/2000 - Ce...
Restructured Team to Support 100% Growth. 
VP Product Management & Marketing - 10/2005 3/2007 - Tekelec 
Situation/Opportu...
Fourfold Installed Based and Boosted Visibility 
of a SaaS Start-up. 
VP Sales & Marketing - 3/2008 - Current - Qtask 
Sit...
Improved Sales Performance by 30%. 
EVP Sales & Marketing - 6/2001 - 12/2004 - Steleus 
Situation/Opportunity 
• Steleus (...
Built Momentum & Team Spirit toward a Vision. 
VP Product Management & Marketing - 10/2005 - 3/2007 - Tekelec 
Situation/O...
Led a Complete Marketing Makeover 
Resulting in 20%+ Annual Revenue Growth. 
EVP Sales & Marketing - 6/2001 - 12/2004 - St...
Structured a Large National Sales 
Organization. 
Regional Sales VP - 11/1996 - 5/2000 - Cegetel Entreprises 
Situation/Op...
Structured Operations to Increase Customer 
Satisfaction. 
VP Business Operations - 4/2007 - 9/2007 - Tekelec 
Situation/O...
Raised $10.5M to Finance a SaaS Start-up. 
VP Marketing & International Development - 6/2000 – 4/2001 - SellingVision 
Sit...
Transformed a Large European Sales Force’s 
Selling Skills to Gain Market Share. 
European Sales Training Manager - 1/1991...
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Making a Significant Impact on your Bottom Line.

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A visual model of my Executive Skill Set (Business & People Management, Coaching and Leadership) supported by 14 short case studies.

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Making a Significant Impact on your Bottom Line.

  1. 1. Making a Significant & Positive $ Impact on your Bottom Line. Gabriel Blanc-Laine Senior Executive Leading International High-Tech Business Operations toward Profitable Growth SaaS/Software, Telco, Hardware and Service Industry
  2. 2. 4 Corner Stones of a Unique Added Value Leadership Business Management Coaching People Management Gabriel Blanc-Lainé 2
  3. 3. A Unique, Diversified and Balanced Skill Set 4- Passion 1- Creativity Leadership 3- Vision 2- Ethics Business Management 4- High Impact Communication 3- Strategic Market Positioning & Values 1- P&L Bottom Line Focus 2- C-Level Strategic Selling 4- Re-centering 1- Developing Coaching 3- Listening 2- Adjusting People Management 4- Problem Solving 3- Team Building 2- Organization & Process Driven Emotional Skills Analytical Skills Gabriel Blanc-Lainé 3 Organizational Skills Communication Skills 1- Result Oriented
  4. 4. 20 years of Senior Management & Leadership in International S&M Operations 4- Passion 1- Creativity Leadership • Beliefs • Convictions • Emotions • Intuition • Out of the box thinking • Brainstorming 3- Vision 2- Ethics Business Management • Future • Shared • Realistic • Rewarding 4- High Impact Communication • Attractive • Easy to understand • Easy to remember • Visual • Highly professional • Social media 3- Strategic Market Positioning & Values • Honesty • Respect • Trust • Reliability • Booking • Revenue • COGS • Margin • Opex • Capex • Ebitda 2- C-Level Strategic Selling • Concept • Value proposition • Competition • Market trends & size • Strategic alignment • Bottom line impact • ROI • Customer satisfaction 4- Re-centering 1- Developing Coaching • New perspective • New point of view • Positivism • Personal development models • Teamwork models • Management models 3- Listening 2- Adjusting People Management • Empathy • Humility • Confidentiality 4- Problem Solving • Analyzing • Synthesizing • Simplifying • Focusing on interests 3- Team Building • Culture • Language • Education • Experience 1- Result Oriented • Setting goals & objectives • Planning • Executing • Following-up • Measuring 2- Organization & Process Driven • Hiring • Motivating • Delegating • Empowering • Controlling Emotional Skills Analytical Skills Gabriel Blanc-Lainé 4 Organizational Skills Communication Skills • Roles & responsibilities • Efficiency • Scalability • Commitment • Accountability 1- P&L Bottom Line Focus
  5. 5. 14 Short Case Studies
  6. 6. Led Subsidiaries “Integration” through Higher Collaboration and Business Excellence VP International Operations - 09/2013 – 09/2014 - Generix Group Situation/Opportunity • Generix Group subsidiaries (Belgium, Brazil, Italy, Portugal, and Spain) had been working in stand alone mode for years • Lack of information, collaboration, support, and control led to sometimes poor performance and high risks in local business practices Actions • Launched a broad initiative across the 5 countries to share and build a bottom-up 3-year vision and plan. Final plan aims at +72% revenue (from €8.7M to €15M) and +84.5% Ebitda (from €2.84M to €5.24M) increase in FY2016-17 over FY2013-14 • Structured plans with headquarters to better inform, train, and support subsidiaries working at each and every level (PMM, GAM, Pre-sales, Risk Management HR, Legal, Finance, Administration, IT) • Established regular calls and meetings to share best practices, “review and plan”, and build momentum across countries, while continuously measuring progress against plan (KPIs) Results • YTD FY2014-15 H1 subsidiaries Ebitda was 32% over the budget (+ €295K) Gabriel Blanc-Lainé 6
  7. 7. Ignited Sales Leading to SaaS New Business Four Folding and Profitability Recovery Group VP Sales - 01/2011 - 09/2013 - Generix Group Situation/Opportunity • Generix Group cumulated €10M loss over 3 years, from FY 2007-08 to FY2010-11 • Generix Group sales force was deeply disorganized, demotivated, and inefficient Actions • Restructured sales by product line instead of “SPOCs selling all products”, because product lines were too different (sales cycle, average deal size, decision makers…), named new managers, got rid of disturbing elements and hired new talents • Established Sales Force as a unique sales repository with a simplified sales cycle process, a sharp and comprehensive sales forecast and management dashboard, and enforced its use after training. • Broke silos, encouraged cross-department communication and collaboration, and changed mind set toward transparency, accountability and excellence. Results • Grew SaaS new business from € 2.5M in FY2010-11 to € 8.8M in FY13-14 • Restored profitability in FY2012-13 (Net result: €1.6M) and ever since.. Gabriel Blanc-Lainé 7
  8. 8. Restructured a Company Leading to a $56M Acquisition. EVP Sales & Marketing - 6/2001 - 12/2004 - Steleus Situation/Opportunity • Although a lot of positive signs of growth, Steleus was not yet profitable and was still losing money in 2001 and 2002. Actions • Restructured the company to reduce OPEX, and cut cost (33 people laid off on a 150 p total) • Increase productivity and established business discipline and metrics. • Clarified positioning, focused on targeted markets and developed international sales (new office in Singapore). Results • Restored profitability in 2004 with a revenue of $18M. • Steleus acquired by Tekelec in October 2004 for $56M. Gabriel Blanc-Lainé 8
  9. 9. Doubled International Sales & Opened Asian Market. EVP Sales & Marketing - 6/2001 - 12/2004 - Steleus Situation/Opportunity • The organization consisted of two sales regions: Central and Northern Europe, and Southern Europe Middle East Africa and Asia. • I was in charge of the first region, and also led the marketing as the VP Marketing left in 2001. • In August 2002, the VP Sales in charge of SE/MEA/Asia also left the company. I took over the entire sales force while keeping managing the marketing. Actions • Extended the best practices from my sales team to the overall sales team. • Analyzed the worldwide market and targeted major operators in 69 countries. • Developed indirect channel strategy. Results • Opened an office in Singapore (5p) to better cover APAC. • Grew the international business to from 30% in 2001 to 70% in 2004. • Increased annual revenue by 20% average, from 10MEuro in 2001 to $18M in 2004 • Opened channel with HP and Telcordia in Europe, and Ericsson in Asia. Gabriel Blanc-Lainé 9
  10. 10. Established a 70p Top Gun Sales Team from Scratch & Generated $70M in 4 Years. Regional Sales VP - 11/1996 - 5/2000 - Cegetel Entreprises Situation/Opportunity • Cegetel Entreprises was a start-up on a market that had been France Telecom monopoly for ever. • There were no trained competencies in the market place. However we needed a lot of sales and systems engineers. Actions • Hired 70 people (sales, system engineers, trade marketing and sales managers) in the Southern Eastern region coming from a large variety of markets over a 18 month period. • Invested a lot of time and resources to train people and build a team sharing the same best practices and values. Results • Achieved sales of $10M in 1997, $38M in 1998, $56M in 1999 and $70M in 2000. • Key people from the team evolved and took larger national responsibilities. • This region became the reference in term of sales management discipline and tools (funnel and forecast) and was designated to be the pilot for a sales force automation software evaluation. Gabriel Blanc-Lainé 10
  11. 11. Restructured Team to Support 100% Growth. VP Product Management & Marketing - 10/2005 3/2007 - Tekelec Situation/Opportunity • CSSG Business Unit had been created within Tekelec for one year, but was still in a storming phase. Product management and product marketing teams were not working together. Actions • Reorganized the teams. Got rid of 3 low performers, promoted a powerhouse to a director role, and hired 4 talented people. • Clarified roles and responsibilities, instituted daily call and weekly meeting to work out priorities and reenergized the whole team toward clear deliverable and time lines. Results • The 2006 roadmap was the output of the whole team who spent several days gathering ideas, reviewing business cases and making calls about priorities. • The marketing plan was for the first time consistent with the product plan. • Both supported a growth from $32M revenue in 2005 to $75M in 2006. Gabriel Blanc-Lainé 11
  12. 12. Fourfold Installed Based and Boosted Visibility of a SaaS Start-up. VP Sales & Marketing - 3/2008 - Current - Qtask Situation/Opportunity • Qtask was a R&D driven Web2.0 SaaS collaborative solution with a very confusing positioning and value proposition. • No market awareness, no traffic on the website, no marquis references, and no clear go to market strategy. Actions • Created a comprehensive 2 year plan covering all aspects of Marketing, Sales and Customer Service. • Clarified positioning and value proposition via a deep competitive analysis. • Established brand identity and awareness via a complete Website redesign, and offline and social media marketing initiatives. Results • Quadrupled installed base and won major MBA Program Business School references. • Got the 2009 Red Herring NA 100 Award and were Finalist of CompTIA CEO Software Award. • Got a Website Google rank of 5/7 and improved Alexa ranking from 1,200,000+ to less than 100,000. • Generated 18,000 unique visitors with a 2.1 page view average ratio on the website. Gabriel Blanc-Lainé 12
  13. 13. Improved Sales Performance by 30%. EVP Sales & Marketing - 6/2001 - 12/2004 - Steleus Situation/Opportunity • Steleus (previously NMG Telecoms) was a kind of “old start-up”. Spin off of a large French industrial group, most of the people have been working together for more than 5 to 10 years. • Sales territories were unbalanced and roles between sales and marketing confused. • Communication was way too technical. Actions • As VP Sales Central and Northern Europe, got rid of low performers, hired new resources, reorganized sales territories, and clarified roles and responsibilities. • Established tools to manage sales funnel and forecast. • Trained my team to a more strategic selling approach. Results • Achieved a +30% growth in 2002 (10MEuro) vs 2001 (7.5MEuro). • Signed a Master Purchase Agreement with Orange Group worth 30% of the company revenue in 2003/2004. • Opened an Agilent account; this account generated $17M to Tekelec in 2006. Gabriel Blanc-Lainé 13
  14. 14. Built Momentum & Team Spirit toward a Vision. VP Product Management & Marketing - 10/2005 - 3/2007 - Tekelec Situation/Opportunity • Steleus had been integrated within Tekelec to create CSSG BU for one year, but there were still two teams; a Steleus one and a Tekelec one, with significant cultural, market vision, way to work, and product knowledge differences. Actions • Launched a “Next Generation Platform” initiative. The objective was to define, specify, design and develop “as a team” a new hardware and software platform that would be the best of the two worlds: “Steleus-Europe/Asia-Wireless” and “Tekelec-US/CALA-Wireline” markets. Results • This project was a major project for 2 years ($15M investment). • This platform represented a major breakthrough in term of scalability (from 2.000 to 20.000 users), reliability, and usability while reducing the direct and indirect costs by 50%. • It became the corner stone of Tekelec future growth. Gabriel Blanc-Lainé 14
  15. 15. Led a Complete Marketing Makeover Resulting in 20%+ Annual Revenue Growth. EVP Sales & Marketing - 6/2001 - 12/2004 - Steleus Situation/Opportunity • The VP Marketing left the company during his trial period in September 2001. • The marketing messaging was too technical and unclear. Actions • Took over the marketing. • Launched a huge initiative across the company to re-assess the value proposition, reposition the product, define a new brand identity and re-build all sales tools (presentations, collateral, web site) Results • Re-energized the entire company across all functions: sales, marketing, CS and R&D. • Established core value proposition and powerful positioning that led to a 20%+ annual revenue growth and were instrumental to the company acquisition by Tekelec. ($56M in October 2004). Gabriel Blanc-Lainé 15
  16. 16. Structured a Large National Sales Organization. Regional Sales VP - 11/1996 - 5/2000 - Cegetel Entreprises Situation/Opportunity • Cegetel Entreprises was a start-up telecommunication operator created and funded by Vivendi, Vodafone and Bell South in November 1996. • The initial team was composed of 80 people starting from scratch; no network, no product, and no sales force. Actions • Analyzed and segmented the market, sized the sales force, and targeted the cities where to open offices. • Developed and delivered attractive presentations and trainings as we hired an average of 10 people per week across all different functions. Results • Defined 2 main markets and 2 related sales strategies: large account with consultative selling , and SMB market with a quick turn approach. • Within 2 years, the company headcount grew over 1000 people. • After this 6 month launch, I took responsibilities of the Southern Eastern Region of France and established a sales team of 70 people. Gabriel Blanc-Lainé 16
  17. 17. Structured Operations to Increase Customer Satisfaction. VP Business Operations - 4/2007 - 9/2007 - Tekelec Situation/Opportunity • CSSG Business Unit has been developed in fast growing start-up mode for 2 ½ years without a Business Operations Department. As a result, a lot of issues related to scalability, quality and customer satisfaction did not have any dedicated owner and were not properly addressed. Actions • Assessed the situation with all stakeholders. • Established and executed a 90 day plan to address main issues: lack of operational models, process adherence and customer service training. Results • Defined operational models with all involved departments (input/output/process and metrics). • Established a new Software Development Life Cycle process to improve product quality and roadmap reliability. • Improved 3 key quality indicators by 40% (overdue RFF, CAR and PR). • Achieved first step of TL9000 Certification process. Gabriel Blanc-Lainé 17
  18. 18. Raised $10.5M to Finance a SaaS Start-up. VP Marketing & International Development - 6/2000 – 4/2001 - SellingVision Situation/Opportunity • SellingVision was a SFA/CRM SaaS start-up founded with three peers from Cegetel. • We raised $4M on a first round. Actions • Established brand identity, and managed press relations, advertising, tradeshows and conference opportunities while developing sales force tools. • Supported sales force in large accounts. • Developed business plan for 2d round of financing. Results • Increased visibility via a very innovative and staggered advertising campaign. • Developed a 30 customer installed based. • Rose $6.5M on a 2d round of financing. Gabriel Blanc-Lainé 18
  19. 19. Transformed a Large European Sales Force’s Selling Skills to Gain Market Share. European Sales Training Manager - 1/1991 - 10/1992 - Sun Microsystems Situation/Opportunity • Sun Microsystems was a fast growing company selling “boxes” (Unix workstations). Competing against HP, DEC and IBM, the company wanted to evolve its sales force to a more consultative approach, selling “solutions” vs “boxes”. Actions • Chosen to lead the training effort at the European level thanks to my successful track records in sales and my background in training (400+ hours of personal development and communication training delivery). • Met with all countries managers and HR directors to qualify needs and objectives. • Built sales training curriculum. Results • Established a new training curriculum for the European sales force (630 people spread in 11 countries) • Evaluated and qualified training packages (negotiation, communication…) • Distributed internal trainings designed by SunUniversity in the US (solutions, market segments…). • Delivered Strategic Selling training in several countries. Gabriel Blanc-Lainé 19

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