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Linked in preso on experience posted on profile 08 24 12v01pptx

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This slide deck is a compilation of strategic thinking, pertinent experience hghlights,and business planning samples delivered during current job-seeking venture.

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Linked in preso on experience posted on profile 08 24 12v01pptx

  1. 1. Compilation of Strategic Thoughts, Pertinent Experience, and Success Presented During Current Job-seeking Venture August 2012By Kevin P. CallaghanBusiness Technology Professionalkevinpaulcallaghan@gmail.com972-467-9264
  2. 2. IntroductionThe following slide deck is a sample compilation of (typically unsolicited) slides thatI‟ve prepared during my job search and are presenting / have presented during theinterview process. Also mixed in are slides from a Go-to-Market & Investor Packagefor a software startup. Note: company names and titles blockedThese 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 mereplicating the PowerPoint background design of each company with whom I amspeaking.I invite your review of these slides and to contact me with pertinent comments, jobprospects.Thank you,Kevin Callaghan Kevin P. Callaghan Business Technology Professional kevinpaulcallaghan@gmail.com 2 972-467-9264
  3. 3. Slides 4 - 7 Cover slides from various PowerPointpresentations being presented / have been presented during the interview process Kevin P. Callaghan Business Technology Professional kevinpaulcallaghan@gmail.com 972-467-9264 3
  4. 4. How I See It……Background Alignment and Strategyas XXXXXXXXXXXXXXXXV2.0 Assembled by Kevin Callaghan XXXX 2012 “Ensure unification, encourage collaboration, rally motivation” - Kevin Callaghan 4
  5. 5. Accelerating the Future of XXXX’s N. TX Region: “Building A Model Team With A Dynamic Plan!”Oklahoma Arkansas DFW 5
  6. 6. Experience Alignment & StrategicThoughts For the Position ofXXXXXXXKevin CallaghanXXXX 23, 2012
  7. 7. GilmanSound
  8. 8. Slides 9-13 My positioning Strategic ThinkingGeneral background Leadership Kevin P. Callaghan Business Technology Professional kevinpaulcallaghan@gmail.com 972-467-9264 8
  9. 9. Forrester Research on XX/XX Alliance ….and Kevins 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 AllianceKevin’s Worth to XXXX:I am a very successful technology business professional with 25+ years of experience leadingteams and organizations in meeting large venue, complex relationship and revenue goals.Foundation of success built on effort of flawless execution of world-class strategies meetingbusiness needs most important to my clients & in their terms. 9
  10. 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. 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 Clients3-4 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 1-24Months Integrity / Excellence “Ensure unification, encourage collaboration, rally motivation” 11
  12. 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. 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 leaders values.”- Dr. John C. Maxwell – Internationally renowned leadership expert, coach, and author whose books have sold over 21 million copiesMy Leadership Values:Exude honesty, integrity Fairness & Consistency Innovation, boldness Collaborative/interactive /informativeCourage/desire to take Develop & impart Know & understand Build trust; showrisks credible vision team respectIllustrate passion, Support, defend team as Customer advocacypersonal work effort warranted
  14. 14. Slides 15 - 21Financial AnalysisRevenue ModelingPricing Strategies Kevin P. CallaghanBusiness Technology Professional kevinpaulcallaghan@gmail.com 972-467-9264 14
  15. 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 8Total # Accts 9 108 650 767 Rep 3 6% Accts to make goal 100% 50% 30% NA 19Qty Accts Uncovered 0 54 455 509Projection of Oppty Acts - % 0 25% 30% NATotal Oppty Accts - Cisco 0 14 137 150Total Oppty Accts - Net App 0 14 137 150Total 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 LeadsAugust Security / Infrastructure/UC 300 90 27September BYOD / Mobility 450 135 41 Data Center / FlexPod /October Cloud 500 150 45November/Dec Collaboration / Video 400 120 36 Totals 1650 495 149 15
  16. 16. Regional Leadership Growth Projections 2012-2024 Vision:2023 2023 2022 Central Region Growth2022 2021 2012 - 20242021 20202020 20192019 20182018 Proviso: Data has been contrived with speculative assumptions in all categories 20172017 that may render model out of line with current projections internal to XXXXXX 20162016 20152015 $120.00 201420142013 2013 $100.00 Regional Growth Projections 20122012 (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. 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. 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 PeriodVenue # 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 $ 0.02Frisco, TX RoughRiders 10,000 500,000 $ 50.00 70 $ 0.71 $ 0.08Madison Square Garden 19,000 650,000 $ 34.21 102 $ 0.34 $ 0.001092Cowboys Stadium 80,000 1,000,000 $ 12.50 58 $ 0.22 $ 0.001418Lucas Oil (Colts) Stadium 65,000 1,000,000 $ 15.38 58 $ 0.27 $ 0.001745Dallas PAC 2,200 300,000 $ 136.36 75 $ 1.82 NATotal 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 Cowboys Stadium $ 750,000.00 $ 9.38 $ 0.16 $ 0.00106 $ 0.81 Lucas Oil (Colts) 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. 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 YearsLow 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.)
  20. 20. Regional Personnel Mapping to $100m One Acquisition • 8 AMs from acquisition • 4 organic AMs • Rep1 100% • Rep2 100% • Rep3 100% • Rep4 100% • Rep1 100% • Rep1 100% • Rep2 100% • Rep2 100% • Rep3 25% • Rep3 75% • Rep4 0% • Rep4 25% FY12 Finish FY2013 FY2014 FY2015 FY2016 FY2017 FY2018% Growth Y/Y 17% Act 30% 312% 12.0% 15% 18% 21% 20
  21. 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 MooreComplex-systems Model Volume-operations Model10s to 100s to 1000s of clients Hundreds of thousands to millions of customersHandful of transactions per yr with avg price Many transactions per client per yearof 100s of thousands to millionsServices intensive Do-it-Yourself; low services needsSelling: High-touch, persuasive Selling: Low-touch distribution/POS/packagingNo truly repeatable processes Mass-market economies
  22. 22. Slides 23-25Career / Success Highlights Kevin P. Callaghan Business Technology Professional kevinpaulcallaghan@gmail.com 972-467-9264 22
  23. 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. 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. 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. 26. Slides 27-28Strawman 30-60-90 Day Ramp-up Plan Kevin P. Callaghan Business Technology Professional kevinpaulcallaghan@gmail.com 972-467-9264 26
  27. 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. 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
  29. 29. Thank You! 29

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