Linked in preso on experience posted on profile 08 24 12v01pptx
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Compilation of Strategic Thoughts, Pertinent Experience, and Success Presented During Current Job-seeking Venture August 2012 By Kevin P. Callaghan Business Technology Professional [email protected] 972-467-9264
description
This slide deck is a compilation of strategic thinking, pertinent experience hghlights,and business planning samples delivered during current job-seeking venture.
Transcript of Linked in preso on experience posted on profile 08 24 12v01pptx
Compilation of Strategic Thoughts, Pertinent
Experience, and Success Presented During
Current Job-seeking Venture
August 2012
By Kevin P. Callaghan
Business Technology Professional
972-467-9264
2
Kevin P. Callaghan
Business Technology Professional
972-467-9264
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
Introduction
Cover slides from various PowerPoint
presentations being presented / have been
presented during the interview process
3
Kevin P. Callaghan
Business Technology Professional
972-467-9264
Slides 4 - 7
How I See It……Background Alignment and Strategy
as XXXXXXXXXXXXXXXXV2.0
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!”
DFW
Oklahoma Arkansas
Experience Alignment & Strategic
Thoughts For the Position of
XXXXXXX
Kevin Callaghan
XXXX 23, 2012
GilmanSound
My positioning
Strategic Thinking
General background
Leadership
8
Kevin P. Callaghan
Business Technology Professional
972-467-9264
Slides 9-13
“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
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
Kevin’s Worth to XXXX:
Forrester Research on XX/XX Alliance ….and Kevin's Worth
• 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
“Theme: Ensure unification, Encourage Collaboration,
Rally Motivation”
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11
V
E
S
Elevate, grow & refine a world-class XXXXX organization resulting in a leadership 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
Architect/evolve & execute on
business strategy, build success
Gather business demands &
opportunities; Solutions
positioning; mitigate
challenges; close business
Integrity / Excellence
5 Years
1-24Months
Grow multi-lateral Strategic
Relationships
Brilliant Customer Advocacy
Raise Business Relevance
with Clients
Assess organization & ensure pedigree
aligns with targeted market; grow region
360-degree Relationship Development
Streamline processes, create
efficiencies (forecasting/pipeline
Creating a Statement of Vision, Strategy & ExecutionAs XXXX Sales-Central
3-4 Years
“Ensure unification, encourage collaboration, rally motivation”
Acclimatize leadership
model for coaching,
mentoring and training
• Technology business professional;
• 25+ years of experience of forging mutually beneficial business relationships
• Career-long telecommunications background
• Senior Business & Leadership Roles
• Director/GM, President/GM positions, Regional Sales Mgt and…
• 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
iSight, IncIsrael & US
iSight, IncIsrael & US
Background SummaryKevin Callaghan, Candidate for XXXXX
Exude honesty, integrity Fairness & Consistency Innovation, boldness Collaborative/interactive
/informative
Courage/desire to take
risks
Develop & impart
credible vision
Know & understand
team
Build trust; show
respect
Illustrate passion,
personal work effort
Support, defend team as
warranted
Customer advocacy
“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:
Leadership Values
Financial Analysis
Revenue Modeling
Pricing Strategies
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Kevin P. Callaghan
Business Technology Professional
972-467-9264
Slides 15 - 21
Lead-generation Modeling; Three Streams
1. Partner Leads - OEM Low-hanging Fruit
Enterprise Select Mid Market
Grand
Totals
# AMs 6 6 5 17
# Accts Ea (avg) 1.5 18 130 NA
Total # Accts 9 108 650 767
% Accts to make goal 100% 50% 30% NA
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
Grand Total - Oppty Accts 450
3. Existing Accounts - New
Divisions / New Opportunities
Rep 1 5
Rep 2 8
Rep 3 6
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2. Demand Generation Events30% 30%
Timing FY2013 Event with OEMs # Invitees # Attendees # Firm Leads
August Security / Infrastructure/UC 300 90 27
September BYOD / Mobility 450 135 41
October
Data Center / FlexPod /
Cloud 500 150 45
November/Dec Collaboration / Video 400 120 36
Totals 1650 495 149
Total Lead Generation:Approx. 620
15
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
1 2 3 4 5 6 7 8 9 10 11 12 13
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
$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
0 1 2 3
Regional Leadership Growth Projections
2012-2024
Regional VP
Regional Director (3 RMs/RD)
Regional Management (8-10 reps/RM)
Regional Growth Projections (Including Sales Rep Additions)
2012 - 2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
Qty
Vision: Central Region Growth
2012 - 2024
20% 21% 22% 23% 23% 25% 25% 25% 26% 26% 27% 27% 28%Annual Projected Regional Growth %
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Proviso: Data has been contrived with speculative assumptions in all categories that may render model out of line with current projections internal to XXXXXX
GilmanSoundFinancial Model: Market Potential
Years 2012 - 2021
$-
$100,000,000.00
$200,000,000.00
$300,000,000.00
$400,000,000.00
$500,000,000.00
$600,000,000.00
$700,000,000.00
Total Sales Rev - 5 Yrs
Yrs 2-10 Annual
license RevYEAR 1
Contracts
Yrs 2-10 Annual
license RevYEAR 2
Contracts
Yrs 2-10 Annual
license RevYEAR 3
Contracts
Yrs 2-10 Annual
license RevYEAR 4
Contracts
Yrs 2-10 Annual
license RevYEAR 5
Contracts
Total License
Revenue YEARS 2 -
10
Total Revenue Sales + Annual License
Total Revenue Summary - YEARS 1-10 - GilmanSound, LLC
$138,468,750.00
$41,562,500.00
$134,531,250.00
$89,875,000.00
$31,500,000.00 $47,250,000.00
$70,875,000.00
$76,781,250.00
$88,156,250.00
$314,562,500.00
$404,437,500.00
Totals
Indoor Arenas
Baseball
Football
Total Rev Indoor Arenas
Total Rev Baseball
Total Rev Football
Assumptions:$500,000 for Year 1 for software; 5 years modeled
$350,000 each year x 5 Years of Renewals (10 yrs total modeled)
35% annual growth rate of venues sold to
Qty 79 Football Stadiums (79% of target venues)
Qty 77 Indoor Arenas (88% of targeted venues)
Qty 24 Pro Baseball (88% of target venues)
US ballparks, stadiums and arenas only
Results summary:$404m business opportunity
$90m software
$314m in renewals
Projected 75% Y/Y average revenue growth rate
GilmanSound Biz Financials 11 29 11v09
• Revenue projection Years 1-5 $187m (software & renewals)
• Revenue projection Years 6-10: $217m (no software sales; renewals only)
• Total revenue projection Years 1- 10: $404m
Data from 63-column Excel spreadsheet
GilmanSound
Pricing Modeling:XXXXXX Cost Per Venue, Per Seat
Venue # Seats Total Cost - Year 1 Yr 1 Cost Per Seat
Number or Events
per Year
Year 1 Cost Per Seat Per Game
or Event
Per Seat Cost Per
Period
(Innings, Quarters, etc)
Texas Rangers 55,000 1,000,000 18.18$ 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
Year 1 Costs
Total Cost - Renewal
Annual Renewal Cost
Per Seat
Annual Renewal Cost
Per Seat Per Game or
Event -
Annual Renewal Per
Seat Cost - Per
Period
750,000.00$ 13.64$ 0.17$ 0.01871$ 0.84$
300,000.00$ 30.00$ 0.43$ 0.00612$ 2.14$
450,000.00$ 23.68$ 0.23$ 0.00228$ 1.16$
750,000.00$ 9.38$ 0.16$ 0.00106$ 0.81$
750,000.00$ 11.54$ 0.20$ 0.00131$ 0.99$
200,000.00$ 68.18$ 0.91$ NA 4.55$
3,200,000.00$
Annual Renewal Costs
5 Yr Total Renewal Cost Per Seat - Per GameVenue
Texas Rangers
Frisco, TX RoughRiders
Madison Square Garden
Cowboy's Stadium
Lucas Oil (Colt's) Stadium
Dallas PAC
Number of Seats Per Venue
Tiered Pricing - Based on #
Seats
Tiered Pricing -Based on #
Seats
Low High Yr 1 5 Year License
Fee / YR1 1,500 $200,000.00 $150,000.00
1,501 5,000 $300,000.00 $200,000.00 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
GilmanSound
Revenue Acceleration Resulting
From This Investment –Accelerating Nearly 10 Years of Revenue into 5…..
Scope
Year 1 Site
Qty
Y/Y Growth
Rate - #Sites
Qty Sites Sold -
5 Years Revenue 5 Years
% Difference –
5 Yrs. Revenue 10 Years
Acceleration
Impact %:
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.)
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Regional Personnel Mapping to $100mOne Acquisition
• Rep1 100%• Rep2 100%• Rep3 25%• Rep4 0%
• Rep1 100%• Rep2 100%• Rep3 75%• Rep4 25%
• 8 AMs from acquisition
• 4 organic AMs• Rep1 100%• Rep2 100%• Rep3 100%• Rep4 100%
FY12 Finish FY2013 FY2014 FY2015 FY2016 FY2017 FY2018
17% Act 30% 312% 12.0% 15% 18% 21%% Growth Y/Y
• 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
Cloud-high Thinking:
Complex Systems Meets Volume Operations Model?
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
of 100s of thousands to millions
Many transactions per client per year
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
Career / Success Highlights
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Kevin P. Callaghan
Business Technology Professional
972-467-9264
Slides 23-25
• 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)
Pertinent Experience Highlight #1 – Cisco Global Account Leadership
(PepsiCo)
230
2
4
6
8
10
12
14
16
FY2003 FY2004 FY2005 FY2006 FY2007
0.75
2.5
9.3510.3
11.3
0.8
6.4
12.15513.3
15.2
Series2
Series3
QTA
Actual
PepsiCo Revenue Growth „03-‟07
• 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.
Pertinent Experience Highlight #2 – Senior Leadership Roles
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• 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
Pertinent Experience Highlight #3 – Support of Major Contracts
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Strawman 30-60-90 Day Ramp-up Plan
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Kevin P. Callaghan
Business Technology Professional
972-467-9264
Slides 27-28
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
30-60-90 Day Plan (Straw-man)“Ensure unification, encourage collaboration, rally
motivation”
27
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
30-60-90 Day Plan (Straw-man) – cont‟d
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Thank You!
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