Paul Hughes

Describe a complex service that you have been responsible for planning and launching and what where the end results?

Legacy services low perceived value, being commoditised by competitors.Distribution ineffective and costly.“Sell anything to anyone” legacy businessMinimal EMEA resource to start with.US “historically” frustrated at lack of impact in EMEA.Major disconnect between US marketing activity and “rest of the world.”Broad base of legacy customers on old version software, no TEM customers outside of USA.No leverage of potential new business from US companies with EMEA operations.Increasing lack of respect by business partners.

Existing situation

Planning service and securing partnerships

Implementation End Results

Market analysis conducted by Ovum.Creation of business plan and budgets.TEM highly complex and broad- full life cycle management from Procurement to payment.Training on TEM for myself and engineers in UK.Leveraged US based PR. Participate at events such as “Convergence Summit”.Briefing analysts and journalists in the UK.(IOD London).Creation of European focussed collateral. Customer surveys.Targeting of key partners e.g. BT Global Services, AT+T, Cap Gemini, Getronics ,IBM etcSales activity, lead generation, webinars, meetings, news letters.Identification of prospective opportunities.

Working in partnership with US based TEM experts.Invitation to tender for HSBC replacement of legacy service. Won tender. >£1 million. On site.Invitation to participate in Global outsourcing by INBEV of all telecoms/ unified services. Won tender with BT Global to supply TEM component. 7 year deal worth €175 to BT. HostedCredit Suisse- Won tender with BTGS -7 year deal worth £578 million to BT. Hosted.

Re-established credibility of EMEA operation.Overall company Gartner rating went from Promising to Positive.Secured at least £6 million in multi year contract bookings within 18 months of TEM launch.Low end products contracted to new third party distribution.Very positive impact on EMEA market with opportunities coming in from new customers e.g. Nokia. Secured first ever TEM win in the Middle East ALJ – Exclusive Toyota distributors across UAE.Gained case studies, customer and partner referrals.

Example 1 – TEM (Telecom Expense Management) - EMEA

Paul Hughes

Describe a complex service that you have been responsible for planning and launching and what where the end results?

Low paid crew –mainly from South East Asia.Away from home for months at a time.Crew very transient- work on different ships.Need to communicate but expensive and inconvenient for communications officers via existing Satellite terminals. Home communications sporadicDifficult for shipping managers to collect money from staff.Often crew wait for weeks to get access to e mail at port leading to low morale.Recruitment and retention difficult.

Existing situation

Planning service and securing partnerships

Implementation End Results

Market analysis and consultation with IMO (International Maritime Organisation).General survey (Shipping lines/ operators/ managers).

Development of value proposition / Business plan/ and agreement with Stratos Networks (Washington) Global leading LESO (Land Earth Station Operator).Software/ web interface and billing tool development / hardware prototypesKey customers approached to gain commitment.Financial forecast (Three year period).Agreements with PC hardware manufacturer and fabricatorMaintenance and support plan –global.Pre-sales activities planned / commercial agreements for sales organisations agreed.

Crewmail collateral released.Crewmail campaign launched (PR/Trade events /Marketing communications-all).Regional presentations in key locations e.g.: Hamburg, London, Singapore, Hong Kong.Sales processed and invoiced. Units dispatched to partners and Phase 1 installations carried out at key ports.Training (staff and partners) in the service.Training discs shipped with units for Units activated / pre-paid cards for sale on board

Satellite volumes up by 22% first year with minor margin erosion.High profile service re-enforced our position as an added value service provider.Service gained traction as crew went from ship to ship.Staff morale and retention rates improved.Positive articles in maritime press.Service limited to text (not attachments) to manage costs betterMessages with attachments could be retrieved at port of call.Calls to GN help desk minimal.

Example 2 - Crewmail

Paul Hughes

Describe a complex service that you have been responsible for planning and launching and what where the end results?

Paging limited to B2B contract only.No consumer market at all.Mobile phones mainly for business users and contract driven.Tight credit checks rejected a large number of potential consumer phone users.Analogue paging networks reaching saturation point.Government eager to sell analogue spectrum.Old manufacturing processes developed around Business and Police/Military requirements.User interfaces very limited and low levels of customisation.

Existing situation

Planning service and securing partnerships

Implementation

CPP launched in UK and Ireland. (Easy Reach and Minicall)Manufacturing scheduled mapped out.Advertising and PR. Govt Relations Officers briefed/lobbyingTrade marketing/ channel partner training Sponsorship (BT Global Challenge)Supply to retail starts Product launches at events such as “Live 95” Fresher’s Weeks

End Results

Business grew from £14 million in 1995 to £30 million in 1997.Outsold all competition including Philips,NEC,Ascom and Multitone.First business to launch the high speed Flex network.Increased Claritas consumer database by > 600%.UK Radio Communications agency adopted the “Freedom of choice” position of Motorola re ERMES.Other operators followed UK model e.g. FTMR

Example 3- CPP (Calling Party Pays)

Networks looking to supply a service to consumers.Business plan crafted and agreed (Project Taxi).5X5 sales and marketing plan developed (5% penetration within 5 years).UK operators (PageOne and BT) and Irish operator (Eirepage)agree to develop CPP service based on new hardware and pricing. Joint planning and budgets agreedNew technology and innovative manufacturing.Heavy customisation and consumer focus.JIT manufacturing with new processes developed.Retail partnerships set up./ UKPOA changed to UKPIAPR agency hired (ABC) / Claritas hired to manage consumer data.Help desks established.FAQ and user guides written.Logistics plans / Network operator sales training.

Paul Hughes

Describe when you have had to review and change the Sales and Marketing strategy. How did you review the situation, how did you implement the change and what were the end results?

Direct supply with few channel partnersHeavy discountingNo professional services offering in EuropeNo expense management offeringHardware supplied to distributorsVolume based sales of low end products

Old Strategy

Review

Implement Changes End Results- New Strategy

Market analysis (Gartner and Ovum)General customer and partner surveyConsultation with other operating unitsIn detail financial analysis (Three year period)Research customer filesMeeting key customers and partners

Professional project managementTraining (staff and partners) high value solutionsIntroduction of sales force.comLaunch of partner portal and developed collateralNew SI and BPO partnersEngaged with analyst and consultant communityIncreased marketing and lead gen activityIntroduced structured sales methodology

High profilePushed business up value chainGartner rating went from promising to positiveSold first large expense management and e procurement deals outside of North America.Launched professional servicesBuilt a solid platform for future successRevenue went from <£700k in 2004 to >£7m in 2007

Example 1.

Paul Hughes

Describe when you have had to review and change the Sales and Marketing strategy. How did you review the situation, how did you implement the change and what were the end results?

Local control and admin and marketing supportSell anything to anybodyLack of central pricing guidanceMainly servicing existing customersNo real focus on new business4 CRM systems + many operating units with none

Old Strategy

Review

Implement Changes End Results- New Strategy

Example 2.

Financial and sales plan reviews (each country)Partner programmes investigatedVisits to key customers and strategic alliance partnersReview of both network management centre and customer support dataInternal briefings and research

Introduction of performance and planning systemsMoved to central marketing function (introduction of common “look and feel” across region)Implemented 1 CRM across Western Europe.Worked with finance to reduce legal entitiesReduced local admin and marketing FTE countIncreased new business sales FTE countRe-negotiated partner contractsMoved hubs to data centres

New sales plans supported budget submissionsPartner traffic increased by 35% year following changesLaunched a new hardware and software service “CrewMail”Satellite volumes increased by 22%- high marginStrategic Relationship with Stratos (Bethesda, Washington)New joint services and value added propositionsPlanning systems adopted globally by CEOCustomer survey data – levels of satisfaction increased by 14%Sales grew from £37million in 1998 to £47million in 2001.

Excellent Track Record In Sales, Marketing And General Management

Dynamic And Resilient

Positive Attitude

International Experience

Flexible And Adaptable

Reliable, Honest And Hard Working

Likes to be BUSY!

Passionate About Delivering Great Service To Customers

Creative

Leadership And Coaching Skills

Commercial Focus

Team Builder

Paul Hughes

“A highly professional, dynamic, and hands on sales and marketing oriented general manager with significant international experience; and with a proven track record of achievement in complex product and service environments. Innovative and

articulate, with the abilities and interpersonal skills to develop and deliver strategic objectives, operational priorities and profit.”

Excellent Track Record In Sales, Marketing And General Management

Dynamic And Resilient

Positive Attitude

International Experience

Flexible And Adaptable

Reliable, Honest And Hard Working

Likes to be BUSY!

Passionate About Delivering Great Service To Customers

Creative

Leadership And Coaching Skills

Commercial Focus

Team Builder

Paul Hughes

“A highly professional, dynamic, and hands on sales and marketing oriented general manager with significant international experience; and with a proven track record of achievement in complex product and service environments. Innovative and

articulate, with the abilities and interpersonal skills to develop and deliver strategic objectives, operational priorities and profit.”