This slide deck is a compilation of strategic thinking, pertinent experience hghlights,and business planning samples delivered during current job-seeking venture.
Linked in preso on experience posted on profile 08 24 12v01pptx
1. Compilation of Strategic Thoughts, Pertinent
Experience, and Success Presented During
Current Job-seeking Venture
August 2012
By Kevin P. Callaghan
Business Technology Professional
kevinpaulcallaghan@gmail.com
972-467-9264
2. Introduction
The following slide deck is a sample compilation of (typically unsolicited) slides that
I‟ve prepared during my job search and are presenting / have presented during the
interview process. Also mixed in are slides from a Go-to-Market & Investor Package
for a software startup. Note: company names and titles blocked
These conversations are being conducted with a wide range of business (small &
large), as well as business types and for primarily leadership positions.
Note the different look and feel of the slides from each other; this is due to me
replicating the PowerPoint background design of each company with whom I am
speaking.
I invite your review of these slides and to contact me with pertinent comments, job
prospects.
Thank you,
Kevin Callaghan Kevin P. Callaghan
Business Technology Professional
kevinpaulcallaghan@gmail.com 2
972-467-9264
3. Slides 4 - 7
Cover slides from various PowerPoint
presentations being presented / have been
presented during the interview process
Kevin P. Callaghan
Business Technology Professional
kevinpaulcallaghan@gmail.com
972-467-9264 3
4. How I See It……
Background Alignment and Strategy
as XXXXXXXXXXXXXXXX
V2.0
Assembled by Kevin Callaghan
XXXX 2012
“Ensure unification, encourage
collaboration, rally motivation”
- Kevin Callaghan
4
5. Accelerating the Future of XXXX’s N. TX Region:
“Building A Model Team With A Dynamic Plan!”
Oklahoma Arkansas
DFW
5
6. Experience Alignment & Strategic
Thoughts For the Position of
XXXXXXX
Kevin Callaghan
XXXX 23, 2012
8. Slides 9-13
My positioning
Strategic Thinking
General background
Leadership
Kevin P. Callaghan
Business Technology Professional
kevinpaulcallaghan@gmail.com
972-467-9264 8
9. Forrester Research on XX/XX Alliance
….and Kevin's Worth
“In particular, it needs to move its underlying proposition
from the infrastructure to the business level in order to
reveal the added business value of its services to
customers.”
- Forrester Research Report on the XX/XX Alliance
Kevin’s Worth to XXXX:
I am a very successful technology business professional with 25+ years of experience leading
teams and organizations in meeting large venue, complex relationship and revenue goals.
Foundation of success built on effort of flawless execution of world-class strategies meeting
business needs most important to my clients & in their terms.
9
10. “Theme: Ensure unification, Encourage Collaboration,
Rally Motivation”
• Ensure unification
• Must have solid strategic plans & unified messages to ensure one team
direction across the globe
• Must architect solid global business/Go-to-Market plan
• Encourage collaboration
• Must have constant communications and sharing of ideas among the teams
on opportunities, needs, & concerns for synergistic strength and maximum
efficiency
• Must create mechanisms, processes and provide tools
• Rally motivation
• Must fuel both shared and individual motivations to spark energy, creativity
and innovation
10
11. Creating a Statement of Vision, Strategy & Execution
As XXXX Sales-Central
Elevate, grow & refine a world-class XXXXX organization resulting in a leadership
V
5 Years
position firmly entrenched in the FORTUNE 500 marketplace
Evolve living / breathing exec-level solutions-selling strategy that will establish a
strong foundation on which to unify, build upon and exemplify success
Grow multi-lateral Raise
S
Brilliant Customer
Strategic Business Relevance
Advocacy
Relationships with Clients
3-4 Years Streamline Gather business 360-degree
processes, create
demands & Relationship
efficiencies Architect/evolve &
(forecasting/pipeline opportunities; Development
execute on Solutions
business strategy, positioning; Assess organization
E
Acclimatize leadership
build success mitigate & ensure pedigree
model for coaching, aligns with targeted
challenges; close
mentoring and training market; grow region
business
1-24
Months
Integrity / Excellence
“Ensure unification, encourage collaboration, rally motivation” 11
12. Background Summary
Kevin Callaghan, Candidate for XXXXX
• Technology business professional;
• 25+ years of experience of forging mutually beneficial business relationships
• Career-long telecommunications background iSight, Inc
Israel & US
• Senior Business & Leadership Roles iSight, Inc
• Director/GM, President/GM positions, Regional Sales Mgt and… Israel & US
• Global team leadership in support of FORTUNE 50 customer (PepsiCo)
• Teams in Dallas, Chicago, New York, North Carolina, Singapore/China, London
& Miami (covering LATAM).
• Owned full lifecycle of engagement
• Total ownership of sales and services including delivery
• Executive engagement/alliance; NOTE: Former WW PepsiCo CTO, now WW CIO@ xxxxxxx, serves as reference
• Significant year/year growth; average of 50%+
• Unified Communications/Contact Center initiatives
• Consultative/application-focused relationship approach over entire career; positioning in the terms of the customer‟s value &
vernacular
• Builder of relationships at all levels; relationship success used to grow business with fellow divisions/entities
• Very strategic; passion for building/development of a business, Go-to-Market
• Known for innovation/doing things differently/developing a new angle; creates separation from competition
• Focus on FORTUNE 50-1000
13. Leadership Values
“Passion creates energy and magnetically pulls co-workers and customers into a shared vision,
and it is exceptionally strong when linked with a leader's values.”
- Dr. John C. Maxwell – Internationally renowned leadership expert, coach, and author whose books have sold over 21
million copies
My Leadership Values:
Exude honesty, integrity Fairness & Consistency Innovation, boldness Collaborative/interactive
/informative
Courage/desire to take Develop & impart Know & understand Build trust; show
risks credible vision team respect
Illustrate passion, Support, defend team as Customer advocacy
personal work effort warranted
14. Slides 15 - 21
Financial Analysis
Revenue Modeling
Pricing Strategies
Kevin P. Callaghan
Business Technology Professional
kevinpaulcallaghan@gmail.com
972-467-9264 14
15. Lead-generation Modeling; Three Streams
1. Partner Leads - OEM Low-hanging Fruit 3. Existing Accounts - New
Grand
Enterprise Select Mid Market Totals Divisions / New Opportunities
# AMs 6 6 5 17
# Accts Ea (avg) 1.5 18 130 NA Rep 1 5
Rep 2 8
Total # Accts 9 108 650 767 Rep 3 6
% Accts to make goal 100% 50% 30% NA
19
Qty Accts Uncovered 0 54 455 509
Projection of Oppty Acts - % 0 25% 30% NA
Total Oppty Accts - Cisco 0 14 137 150
Total Oppty Accts - Net App 0 14 137 150
Total Oppty Accts - VMware 0 14 137 150 Total Lead Generation:
Grand Total - Oppty Accts 450 Approx. 620
2. Demand Generation Events
30% 30%
Timing FY2013 Event with OEMs # Invitees # Attendees # Firm Leads
August Security / Infrastructure/UC 300 90 27
September BYOD / Mobility 450 135 41
Data Center / FlexPod /
October Cloud 500 150 45
November/Dec Collaboration / Video 400 120 36
Totals 1650 495 149
15
16. Regional Leadership
Growth Projections
2012-2024
Vision:
2023
2023
2022
Central Region Growth
2022
2021 2012 - 2024
2021
2020
2020
2019
2019
2018
2018 Proviso: Data has been contrived with speculative assumptions in all categories
2017
2017 that may render model out of line with current projections internal to XXXXXX
2016
2016
2015
2015 $120.00
2014
2014
2013
2013
$100.00 Regional Growth Projections
2012
2012
(Including Sales Rep Additions)
$80.00 2012 - 2024
0 1 Qty 2 3
$60.00
Regional VP
Regional Director (3 RMs/RD) $40.00
Regional Management (8-10 reps/RM) $20.00
$0.00
1
2012 2
2013 3
2014 4
2015 5
2016 6
2017 7
2018 8
2019 9
2020 10
2021 11
2022 12
2023 13
2024
Recurring Region Qta (millions$$) $7.50 $9.08 $11.0 $13.6 $16.7 $20.9 $26.1 $32.7 $41.2 $51.9 $65.9 $83.7 $107.
Average Qta/Rep (millions$$) $1.88 $1.51 $1.58 $1.51 $1.52 $1.61 $2.01 $2.18 $2.58 $2.89 $2.87 $2.89 $3.25
Number of Sales Reps ( ~$1.5m-3m/Rep Avg) 4 6 7 9 11 13 13 15 16 18 23 29 33
Annual Projected Regional Growth % 20% 21% 22% 23% 23% 25% 25% 25% 26% 26% 27% 27% 28%
17. Financial Model: Market Potential GilmanSound
Years 2012 - 2021
Assumptions:
$700,000,000.00 $500,000 for Year 1 for software; 5 years modeled
$350,000 each year x 5 Years of Renewals (10 yrs total modeled)
Total Rev Indoor Arenas
$134,531,250.00
35% annual growth rate of venues sold to
$600,000,000.00 $404,437,500.00
Qty 79 Football Stadiums (79% of target venues)
Qty 77 Indoor Arenas (88% of targeted venues)
$500,000,000.00 Qty 24 Pro Baseball (88% of target venues) $41,562,500.00
Total Rev Baseball
US ballparks, stadiums and arenas only $314,562,500.00
Results summary:
$400,000,000.00 $404m business opportunity $138,468,750.00 Totals
Total Rev Football
$90m software
$314m in renewals
Projected 75% Y/Y average revenue growth rate Indoor
$300,000,000.00 $88,156,250.00
Arenas
$89,875,000.00 $76,781,250.00
Baseball
$200,000,000.00 $70,875,000.00
$47,250,000.00 Football
$100,000,000.00 $31,500,000.00
$-
Total Sales Yrs 2-10 Yrs 2-10 Yrs 2-10 Yrs 2-10 Yrs 2-10 Total Total
Rev - 5 Yrs Annual Annual Annual Annual Annual License Revenue
license Rev license Rev license Rev license Rev license Rev Revenue Sales +
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEARS 2 - Annual
Data from 63-column Contracts Contracts Contracts Contracts Contracts 10 License
Excel spreadsheet Total Revenue Summary - YEARS 1-10 - GilmanSound, LLC
• Revenue projection Years 1-5 $187m
(software & renewals)
• GilmanSound Biz Financials 11 29 11v09
Revenue projection Years 6-10: $217m
(no software sales; renewals only)
• Total revenue projection Years 1- 10:
$404m
18. Tiered Pricing Tiered Pricing -
Number of Seats - Based on # Based on #
GilmanSound
Per Venue Seats Seats
5 Year License
Low
1
1,501
High
1,500
5,000
Yr 1
$200,000.00
$300,000.00
Fee / YR
$150,000.00
$200,000.00
Pricing Modeling:
XXXXXX Cost Per Venue, Per Seat
5,001 10,000 $500,000.00 $300,000.00
10,001 25,000 $650,000.00 $450,000.00
25,000 50,000 $800,000.00 $600,000.00
50,000 100,000 $1,000,000.00 $750,000.00
Year 1 Costs
Per Seat Cost Per
Number or Events Year 1 Cost Per Seat Per Game Period
Venue # Seats Total Cost - Year 1 Yr 1 Cost Per Seat per Year or Event (Innings, Quarters, etc)
Texas Rangers 55,000 1,000,000 $ 18.18 81 $ 0.22 $ 0.02
Frisco, TX RoughRiders 10,000 500,000 $ 50.00 70 $ 0.71 $ 0.08
Madison Square Garden 19,000 650,000 $ 34.21 102 $ 0.34 $ 0.001092
Cowboy's Stadium 80,000 1,000,000 $ 12.50 58 $ 0.22 $ 0.001418
Lucas Oil (Colt's) Stadium 65,000 1,000,000 $ 15.38 58 $ 0.27 $ 0.001745
Dallas PAC 2,200 300,000 $ 136.36 75 $ 1.82 NA
Total Seats 231,200 4,450,000
Annual Renewal Costs
Annual Renewal Cost Annual Renewal Per
Annual Renewal Cost Per Seat Per Game or Seat Cost - Per
Venue Total Cost - Renewal Per Seat Event - Period 5 Yr Total Renewal Cost Per Seat - Per Game
Texas Rangers $ 750,000.00 $ 13.64 $ 0.17 $ 0.01871 $ 0.84
Frisco, TX RoughRiders $ 300,000.00 $ 30.00 $ 0.43 $ 0.00612 $ 2.14
Madison Square Garden $ 450,000.00 $ 23.68 $ 0.23 $ 0.00228 $ 1.16
Cowboy's Stadium $ 750,000.00 $ 9.38 $ 0.16 $ 0.00106 $ 0.81
Lucas Oil (Colt's) Stadium $ 750,000.00 $ 11.54 $ 0.20 $ 0.00131 $ 0.99
Dallas PAC $ 200,000.00 $ 68.18 $ 0.91 NA $ 4.55
$ 3,200,000.00
19. GilmanSound
Revenue Acceleration Resulting
From This Investment –
Accelerating Nearly 10 Years of Revenue into 5…..
Acceleration
Year 1 Site Y/Y Growth Qty Sites Sold - % Difference – Impact %:
Scope Qty Rate - #Sites 5 Years Revenue 5 Years 5 Yrs. Revenue 10 Years 5 vs. 10 Years
Low 3 30% 27 $27,715,500 NA $60,271, 975 NA
$5.5m / Yr. Avg. $12.0m / Yr. Avg.
Med 6 30% 54 $55,431,000 100% $120,543,950 92%
$11.1m / Yr. Avg. $24.1m / Yr. Avg.
High 12 20% 89 $95,923,200 73% $199,108,800 80%
$19.2m / Yr. Avg. $39.82m / Yr. Avg.
Pricing Assumptions:
$500,000 – 1st Year Software Price
$350,000 – Renewal Price Per Year (5 Yrs.)
21. Cloud-high Thinking:
Complex Systems Meets Volume Operations Model?
• XXXXXX offers a service that is optimized for producing customized
offerings that leverage the economies of scale while maintaining the ability to
differentiate at the surface.
• “Platform Innovation”: Interposes a simplifying layer to mask an underlying
legacy of complexity, thereby freeing a next generation of offers to focus on
a new value proposition
– Above bullets Adapted from “Dealing with Darwin” by Geoffrey Moore
Complex-systems Model Volume-operations Model
10s to 100s to 1000s of clients Hundreds of thousands to millions of
customers
Handful of transactions per yr with avg price Many transactions per client per year
of 100s of thousands to millions
Services intensive Do-it-Yourself; low services needs
Selling: High-touch, persuasive Selling: Low-touch
distribution/POS/packaging
No truly repeatable processes Mass-market economies
22. Slides 23-25
Career / Success Highlights
Kevin P. Callaghan
Business Technology Professional
kevinpaulcallaghan@gmail.com
972-467-9264 22
23. Pertinent Experience Highlight #1 – Cisco Global Account Leadership
(PepsiCo)
• Global relationship and leadership over sales and services / delivery
• Services-led strategy; established team‟s Global Service and Support Manager role
• Teams resided in:
• Dallas, Chicago, New York, North Carolina, Singapore/China, London and Miami
(covering LATAM).
• Owned full lifecycle of engagement
• PepsiCo Global CTO relationship key to success of sales of network product, services and
advisory
• Advisory Services for-fee initiative with senior PepsiCo executive leadership (including
Global CTO) to build global technology vision.
• Now Worldwide CIO for MGM Resorts (serving as reference)
• Average revenue growth of 50+% globally („04-‟07)
PepsiCo Revenue Growth „03-‟07
15.2
16
13.3
14 12.155
11.3
12 10.3
9.35
10
8 6.4 Series2
QTA
6 Series3
Actual
4 2.5
2 0.75 0.8
0 23
FY2003 FY2004 FY2005 FY2006 FY2007
24. Pertinent Experience Highlight #2 – Senior Leadership Roles
• President/GM
• Hired to open US market for Israeli technology developer
• Developed and executed on Go-to-Market business plan for US
• Full P&L for entity
• Revenues exceeded projections by up to 40%; this entity became profitable in a short 9-
month period
• Director/GM
• Led 25-person, multidiscipline team in the design, development, sales, delivery/support
for solutions based on technology developed at Japan HQ
• Growth of market share from 2% & 5% to 25% & 35% in targeted product application
areas over 14-18 month period.
• Surpassed both US executive and Japan HQ market share expectations by
approximately 12% to 15% as well as targets for market brand awareness and improved
channel customer relations. Timing accelerated 6 months.
24
25. Pertinent Experience Highlight #3 – Support of Major Contracts
• XXX Core Network replacement to execute on promises to Wall Street regarding value of
XXX‟s acquisition including synergy savings
• Multiple contracts responsibility supporting AT&T including a 3-yr, $500m+ contract for
replacement of their Core network
• $130m quota year 1 – 200% achievement; year 2 – 183%);
• Also $200m contract for additional application related to above
• Acceleration of opportunities, relationship development, process management and overall
execution
25
26. Slides 27-28
Strawman 30-60-90 Day Ramp-up Plan
Kevin P. Callaghan
Business Technology Professional
kevinpaulcallaghan@gmail.com
972-467-9264 26
27. 30-60-90 Day Plan (Straw-man)
“Ensure unification, encourage collaboration, rally
motivation”
30 Days – Ramp Up
• Teams: Focus on leadership and building rapport with local and global teams;
• Meet and get to know associates, sales team, support org, leadership, XX alliance
members, other key stakeholders
• Get lay of the land, politics
• Launch introductory meetings
• Immediately begin relationship building internally, with XX and key clients
• Customers: Meet key customers with team members
• Open invitation for informal dialog
• Administration: become familiar with reporting methods, business functions, systems
• ID need for process, procedure to drive efficiency
• Solutions / market: Become familiar with solutions including capabilities, current
positioning & strategy
• Assess recent history: Understand what created success and failure
• What‟s needed in terms of tools, resources, solutions
• Ramp up development of strategic plan
27
28. 30-60-90 Day Plan (Straw-man) – cont‟d
60 Days – Impact Business Revenues
• Execution on tools, resources identified in 1st 30 days
• How streamline processes, create efficiencies
• Collaborate with each team member on Territory plan / strategy
• Continue assessment current team
• Training needs analysis
• Meet next wave of customers with team members
• Continue to build internal and alliance member relationships across company
90 Days – Refine, Rinse, Repeat
• Begin any needed restructuring
• Meet next wave of customers with team members
• Further refine leadership model for coaching, mentoring and training
28
