Sales Software

MARK HELLBUSCH

*** ******* **, ******, ** *****

Mobile: 937-***-****

Home: 518-***-****

***@**********.***

www.linkedin.com/in/markhellbusch

COO ( CIO ( CTO ( VP Engineering

Accomplished Senior Technical Business Executive with experience in

multiple industries with organizations ranging from startups to large

nonprofits to large public corporations. Successfully established business

units, delivered new products, and led business and IT operations with P&L

responsibility for global companies.

General Management and Software as a Service Strategic Planning

Consulting (SaaS) Mergers and Acquisitions

Product Development Architecture

CAREER TRACK

AWS TRUEPOWER - Albany, NY 11/09 to present

AWS Truepower is an international leader and innovator in renewable energy

technology applications, advanced atmospheric modeling and measurement, and

engineering services (www.awstruepower.com). AWS Truepower provides

consulting services for utility scale wind and solar renewable energy and

government studies.

CHIEF OPERATING OFFICER (promoted 10/10)

Team size: 100

Global, company-wide P&L and operations responsibilities for the three

company business units. Additionally lead marketing, sales, finance, HR,

legal, and information technology.

Executive Highlights:

. For FY 2011 increased revenue 14.8% and increased EBIT by 106%

compared to 2010; turned around results compared to 2009 / 2010

where revenue had decreased 5.4% and EBIT had decreased 53%.

. Defined and implemented transnational global organizational model

and integrated newly acquired Spanish based company, MeteoSim

Truewind (2nd half 2011) - reduced cost structure.

. Defined and led acquisition process to respond to multiple

companies' interest in purchasing AWS Truepower.

. Established sales and marketing organizations with supporting

processes, systems and training to enable revenue increase.

VICE PRESIDENT, INFORMATION SERVICES

Team size: 20

Defined new Information Services business unit with P&L responsibilities

for three product lines: windNavigator (www.windNavigator.com), Energy

Forecasting, and openWind. Responsibilities included defining the

business model, business plan, marketing plan, sales plan, product

roadmap and development, and customer support.

Executive Highlights:

. Defined and implemented a SaaS based recurring revenue business

model, business plan, marketing strategy, and product line.

Delivered two products to market within 7 months and exceeded

revenue / earnings targets.

. For the Information Services Business unit, increased revenue 95%

for FY 2010.

. Defined the business model and business plan - staffed the

organization with product management, software engineering &

architecture, QA, marketing, sales, and customer support.

. Defined and implemented an agile based software development (Scrum)

framework and processes - delivered 3 releases in 2010 on schedule

and under budget.

INDEPENDENT CONSULTANT - Delmar, NY 03/09 to 11/09

Primary client was AWS Truepower where I defined a new recurring revenue

business unit based on a SaaS product.

AUTOTASK CORPORATION - East Greenbush, NY 03/07 to 03/09

Autotask is a rapidly growing Software as a Service (SaaS) company

recognized as the industry leader for enterprise solutions for IT service

providers and technology communities (www.autotask.com).

VICE PRESIDENT, ENGINEERING (CIO/CTO)

Team size: 75

Responsible responsibilities included product management, product design,

software development, QA, delivery/production, data center operations,

and CAPEX expenditures. Performed as the China business unit lead with

P&L responsibilities.

Executive Highlights:

. Delivered 7 new products that supported 80% revenue growth in 2007

and 50% growth in 2008.

. Delivered 327 product enhancements with a new rapid response team to

improve product functionality and drive up customer satisfaction

(based on net promoter metrics).

. Established a new Software Development Life Cycle (SDLC) based on

lean development and Agile concepts - reduced customer reported

defects by 68%.

. Defined and sourced a China based offshore development capability -

selected an offshore / insource model and hired a new engineering

team in Beijing and started delivering new products within 4 months.

REYNOLDS AND REYNOLDS COMPANY - Dayton, OH 08/97 to 02/07

A $1 billion company recognized as a leading provider of software solutions

for the automotive retail channel. Reynolds delivers products and services

to 20,000+ auto dealerships with a focus on ERP and CRM solutions.

VICE PRESIDENT, QUALITY AND CHINA OPERATIONS - 2006 to 2007

Team size: 110

Promoted to establish a global Quality organization for product

development worldwide. Consolidated QA resources and rolled out a new

SDLC globally. Aggressively established a new development center in

China to support rapid, cost effective engineering capacity growth.

Executive Highlights:

. Onboarded 54 software engineers and QA analysts within 4 months in

China - 2 months ahead of schedule.

. Established a worldwide QA organization with consistent reporting

metrics for 17 products to allow a portfolio approach to

prioritizing testing resources and budgets.

. Ramped up a new testing capability to support the core ERP product

that generated the majority of revenue and net income for the

company.

DIRECTOR, SOLUTIONS DEVELOPMENT (CRM and Core Solutions) - 2002 to 2006

Team size: 155

Promoted to lead 7 products and 2 consulting offerings utilizing

geographically distributed teams in the US, Canada, and India. Led

technical due diligence and integration activities on several

acquisitions. Led the product definition, development and delivery of

CRM and ERP products and services to the automotive retail industry.

Executive Highlights:

. Took over and turned around a highly troubled and delayed product in

2 months and delivered on schedule with record high quality -

resulted in $20M incremental revenue.

. Established an Agile based SDLC - delivered a new product on

schedule, under budget by $1.3 million, reduced infrastructure costs

by 30%, and record setting high quality (no customer defects in

first 6 months.)

. Proposed an innovative solution to build a new CRM platform -

resulted in a 3 year contract that increased revenue 17% while

reducing recurring infrastructure costs by 40%.

. As part of the Duke University MBA program, authored an overall

strategy plan for Reynolds & Reynolds - factored into a new

strategic company plan the company publicly announced in July 2005.

. For Contact Management, delivered 6 releases on schedule and

increased quality while reducing product development costs 57% -

resulting in revenue growth of 73% in 2006.

CHIEF ARCHITECT - 2000 to 2002

Team Size: 4

Defined a blueprint to support the company's transition of selling 2

divisions, shifting focus to the automotive industry, and the start-up of

3 joint ventures. Led the redesign of products into an integrated suite

of modules.

Executive Highlights:

. Presided over the engineering and design initiative for the first

module of Grand Slam, and slashed the product development cycle from

12+ months to 5 months and delivered the first GS module in Jan.

2002.

. Established a partnership with Microsoft's .NET Platform Strategy

Group and created a proof of concept for the new GS architecture -

assigned to work in Redmond with Microsoft to jointly develop new

architecture.

. Served as the lead technologist for legal consul to create a

landmark agreement with Microsoft. This resulted in a significant

cash payment from Microsoft to Reynolds & Reynolds with the delivery

of the first major commercial product based on .NET.

DIRECTOR, APPLICATION SERVICES AND ENTERPRISE ARCHITECTURE - 1997 to 2000

Team Size: 55

Played a leadership role in the consolidation 3 divisions' IT

organizations under one CIO. Responsibilities included enterprise

architecture, strategic projects, quality, shared components and reuse,

and strategic partnerships.

Executive Highlights:

. Created the ERP architecture and served as the Infrastructure

Project Director for a $35 million SAP-based project (FICO and HR)

and deployed the first module on schedule and within budget.

. Led the selection of a development partner for eBusiness / eCommerce

(IBM) and acted as Program Manager; created and delivered 5

solutions on schedule and within a $12 million budget.

. Delivered two solutions that were the basis for new businesses:

PrintPlayer and ChoiceParts. Remaining 3 solutions supported

existing products and enabled organic growth capture of new markets.

. Conceived idea to convert internal EAI (Vitria) into a product

offering. Delivered product / service enabled company to win 2

significant integration contracts further penetrate the data

services market.

KAISER PERMANENTE MEDICAL CARE PROGRAM - Oakland, CA 01/95 to 08/97

Kaiser Permanente, a non-profit organization, is one of the largest Health

Maintenance Organizations (HMO) in the world. I was recruited into the

Clinical Information System (CIS) Group of the Northern California Region

(KPNCR), consisting of 17 medical centers, and 30 outpatient medical

offices, serving approximately 2.5 million health plan members. The CIS

Group, a strategic business unit was established to develop and implement a

comprehensive electronic health record to directly support the delivery of

healthcare. The overall CIS budget was projected to be over $2.1 billion.

ASSOCIATE DIRECTOR (VICE PRESIDENT), CIS DESIGN AND ENGINEERING

Team Size: 80

Embraced the challenge to start up a technical organization required to

architect and design the new CIS and formulate the implementation plan

for delivery to its medical centers. Additionally, drove the $240M DCI IT

infrastructure initiative to convert the infrastructure from mainframe

based to client/server based applications.

Executive Highlights:

. Revamped infrastructure plan that sliced IT costs $460 million

(from $700 million to $240 million).

. Launched a Clinical Information System solution based on

distributed components to support reengineering the healthcare

model - reduced SDLC from 5-7 years to 6-9 months.

. Defined the new annual budget ($560M) to support the consolidated,

national CIS to support the reorganization of 12 regional groups.

. Supported strategic planning by developing 20 businesses cases and

managing the specification and initiation of software systems that

created a link between business needs and technology projects.

. As part of the first phase of CIS, delivered the first module to 6

multi-regional CIS systems that reengineered adult primary care at

3 medical centers/hospitals.

GENERAL CHEMICAL SODA ASH PARTNERS - Green River, WY 09/92 to 01/95

Led the turnaround of the IS operations and set company-wide IT direction.

In 2 years, trimmed MIS costs $400,000 annually and delivered the ERP

system lowering business operations cost by $3M per year.

MARTIN MARIETTA CORPORATION - Falcon AFB, CO 10/89 to 09/92

Martin Marietta was the prime contractor for Strategic Defense Initiative

(SDI) National Test Bed. The $1.2B contract included building and

operating the National Test Facility (NTF) at Falcon AFB - the second

largest supercomputer center in the world. This national resource

supported 100's of sites with several hundred applications, 1400 computers,

and secure local and wide area networks.

CHIEF ARCHITECT - 1991 to 1992

Led 3 departments plus a subcontracting company. Key activities included

new technology introductions, IT application software development,

business needs assessment, strategic and tactical planning, vendor

selection/contracting, and more.

SOFTWARE OPERATIONS & MAINTENANCE MANAGER - 1989 to 1991

Directed a 22-person department, 2 subcontracting companies, and

controlled an $8.5 million budget. Led software development,

systems/network administration, capacity planning, security issues,

problem resolution, vendor relations and maintenance for 400 software

systems.

R&D ASSOCIATES - Colorado Springs, CO 04/83 to 10/89

Provided advanced scientific analysis and engineering for new advanced

weapon systems for government agencies.

EDUCATION

MBA (General Management) - Duke University, Fuqua School of Business, Fuqua

Scholar, GPA 3.98, 2005

MS Electrical Engineering (minor Software Engineering) - University of

Colorado, GPA 3.90, 1984

BS Electrical Engineering (minor Computer Science) - University of

Colorado, GPA 3.78, 1982

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