Sales Manager
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Supriyo Sen
Thornhill, ON, Canada L3T 7N2
Cell: 416-***-****
Home: 905-***-****
Email: **********@******.***
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Profile
Versatile executive with 30+ years experience, the last 20+ in executive roles
In Technology companies in Toronto, Canada and in Silicon Valley, California, serving customers worldwide. Served as Chief Operating Officer, Chief Technology Officer, VP Strategy, VP Marketing and as VP&GM of a new business Unit
Able to create a vision and get active support from others to deliver the desired results
Operational skills to execute tactical actions to achieve strategic objectives
Specific hand-on experience in developing processes to manage the allocation of resources within financial constraints to deliver technology that expanded sales
Experience in diverse business environments and in different stages of company development
Late stage software startup being packaged for sale to large company (Aurillion)
Fast growing Internet services public company that is now profitable (Tucows Inc)
Silicon Valley startup (GoLinQ.com)
Large ($2B revenue, 2500 people) technology company marketing mainframes and storage systems to Fortune 500 enterprises worldwide (Hitachi Data Systems)
Company that pioneered the outsourcing business in Canada in the early 70’s, that then transformed itself as the technology environment changed (Crowntek/Datacrown).
Effective communicator
Can develop and memorably communicate complex ideas
Invited speaker at HDS and Customer events in the US, Canada, Venezuela, Brazil, South Africa, Australia, New Zealand, Korea, Thailand and Singapore
Press and Analyst experience; have made the front page of both Computerworld and Computerworld Canada.
Motivator, mentor and developer of staff
Trained in “Four Quadrant Leadership” technique, based on empathic leadership, used by HDS worldwide for leadership training and to establish a corporate culture. Selected for advanced training as Staff instructor in 4QL
Have enhance the teamwork and motivation by leading cross-functional teams through a strategic SWOT Analysis to develop action plans everyone could rally around
In employee surveys, was voted the best leader in Tucows’ Executive Committee in 2002 and 2003 and best leader for 3 years in Hitachi Data Systems.
Creative problem solver, often as software developer
Business processes generate “transactions.” Trends in these transactions can provide insight into the true health of the business. In HDS, GoLinQ.com, Tucows and Aurillion, I developed management monitoring systems for revenue forecasting, customer analysis, business trends analysis, financial modeling, product management reporting
In Aurillion, the sales force was located across North America. To allow tracking, remove obstacles when they occurred and enforce contractual terms/conditions, I developed a browser based system for use by the sales people. Now the Sales people can record all interactions with customers/prospects, create proposals online and deliver agreed-to project plans and contracts
Business Experience
Education
» M. S. in Applied Analysis
State University of NY at Stony Brook;
Awarded Research Fellowship during MS program
» B.Tech (Hons) in Mechanical Engineering
Indian Institute of Technology, Kharagpur;
Merit Scholarship, top 10% of class, during BTech program
Professional Accomplishments
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Consultant (2004-present)
» Chief Operating Officer, Aurillion Inc
I had been on the Board of Aurillion Micro Systems, a systems developer of workflow software for healthcare, for about 3 years. A $3B US company was interested in buying the company to get into the large healthcare segment in the US. Aurillion already had a supply chain and logistics solution called EfficientC and was developing a new patient registration and workflow solution using Kiosks (called PACE) at the registration desk of healthcare facilities.
Aurillion needed to satisfy the buyer that it brought sufficient value to the table, as the transaction was being developed. I took on the role of Chief Operating Officer to ensure that a 15 person, innovative organization with promise, but no sales, could overcome all hurdles to complete the transaction.Within the limited resources available, we established clear lines of primary and secondary responsibility – Product Development, Sales, implementation, Customer Support, Finance and Admin. This was documented in a reference presentation that also defined how we conducted ourselves in cases of conflict
A common value-based customer presentation was developed to make sure we could deliver what was promised
A detailed pricing analysis and price list was developed to ensure that sales were profitable and we could highlight all problem areas
Based on expected sales by field salespeople, a complete model was developed that would project what resources would be required to support the business plan. This model became the basis of the budget
I developed the software for an internal system for collaboration between groups and measurement of the activities of each group. By introducing transparent access to each others’ work, surprises on delivery were reduced
Since sales people were spread out across the US and Canada, I developed a system that allowed the sales people and management to keep track of all sales opportunities. This system is used for weekly sales reviews and serves as the basis for other groups like Implemetation and Customer Support to manage thier resource allocations
Contracts and project plans can also be automatically generated from the Sales database, eliminating the past problems of ambiguity of customer expectations
Much of the material created above was used during the “Due-Diligence” phase of the transaction
The sale of Aurillion to Diebold Inc was successfuly concluded in January 2009.
» Serving on Board of Aurillion, a healthcare software company
» Consulting to companies in Canada and the US
Tucows Inc (2001 – 2004)
» Chief Technology Officer
As Chief Technology Officer, I had responsibility for all aspects of technology including development, QA, Operations and internal MIS. As a member of the Executive Committee, I had oversight responsibility for all parts of the company’s operationsThe company was losing more than US$1M/month when I joined. It now has $12M in the bank and has been profitable for 12 consecutive quarters
Led the Technology Group through rapid growth and changing technology, prioritizing and delivering the products and services that offer value to our customers.
100% delivery record for software releases over last 2 years
24/7 operations with a technology infrastructure that provides a redundancy, high availability and high performance for customers over the Internet. Average of 5 Million transactions per day.
Nominated by the company for Information Week CIO of the Year
Re-architected Tucows’ technology platform to expand the product line from Domains to many domain related services using a superior platform for resellers to manage their portfolio of services
Transaction volumes increased by 50% while technology costs were reduced by 50%
Developed an extensive Datamart and Portal to make business information easily accessible to all employees. A subset of this is now offered to customers to help them run their own businesses
Developed and launched the first new global Domain Name Registry (.info) since .com/.net/.org
GoLinQ.Com (2000 – 2001)
» VP Marketing
As an executive in a startup, the role was much broader than Marketing. After the dotcom bust, it became impossible to raise any venture money and all plans were shelved.To get marketing data, I developed and implemented a Customer Tracking and Relationship Management system in Cold Fusion directly accessible from Internet Explorer
Developed a management information system that let the company track characteristics of the merchants using the GoLinQ system
Established and led customer training and support, developing software to quickly look at the merchants’ sites and resolve customers’ problems
Led PR, trade shows, marketing communications and customer acquisition campaigns. With almost no advertising spend, acquired almost 25,000 registrants in a 6 month period
Presented GoLinQ.com to the Press, analysts and investors
Hitachi Data Systems (1986 – 2000)
» VP Knowledge Center
Hitachi Data Systems did business in 33 countries around the world. It was becoming difficult to win competitively if all knowledge had to come from HQ. I took up the challenge of personally developing a Knowledge Management System and a web-accessible Portal. Documents are now shared and accessed across the world by HDS’ 2000+ staff over the InternetArchitected and developed secure, web-accessible software that includes a Customer Database, a Reference Database, an Electronic Bulletin Board and a fully indexed repository for documents, presentations, spreadsheets and brochures
All field and corporate users are currently using this system in support of Sales worldwide
Product support headcount went from 12 people supporting the US to 3 people supporting 33 countries
President’s “Hats-off” award for development of system
» VP Corporate Strategy
As part of the Re-Engineering initiative at HDS, the project teams highlighted the lack of a coherent and consistent Strategic vision. I undertook the responsibility for developing HDS’ strategic direction and long-term financial plansDeveloped a company strategic plan and a three-year financial plan.
Worked closely with senior management to develop this plan-the first time HDS had a plan longer than 6 months. Included analysis of Strengths, Weaknesses, Opportunities and Threats, and development of strategic action plans
Instrumental in major Business Process Reengineering initiative.
Process Manager of Strategic Planning with responsibility to develop and track strategic goals for all processes. Served on the Steering Committee for the Customer Relationships (Sales) process.
Led the reengineering of the Technical Operations process Developed Strategic Measurement System with consultants A.T.Kearney. The “Balanced Scorecard” for HDS includes Financial, Customer and People measures.
Member of Corporate Governance subcommittee advising Executive Committee
Adviser to Process Owners Council and IT Council-in addition to developing measurement and communication of improvements.
Involved in all of HDS’ change/improvement initiatives. Developed and delivered “HDS Direction and Change Management” training for colleagues
Communicator of industry trends and HDS’ strategic directions to customers, analysts, employees and shareholders
» VP Strategic Marketing
Responsible for Marketing Strategy, Market Research, Competitive Analysis, Analyst Relations, New Services Development and the Customer Executive Briefing Center. This role was a expansion of what I was previously managingInitiated Marketplace Review, a bi-monthly publication intended for HDS executives, summarizing trends, directions, survey analysis and analyst positions, to inform the audience and set strategic directions
Managed competitive response whitepapers to support field force against IBM and Amdahl
Developed methodology for tracking the market and developing strategies to sustain profitable growth
Managed the Industry Analysts like Gartner Group, Meta Group, IDC
Developed the first Executive level Industry Trends presentations that have been delivered to 3000+ customers/prospects
Invited speaker for Industry and Customer conferences on strategic industry trends and issues. Presented about 3 times a week to Customer CIOs in the Executive Briefing Center
» VP Market & Competitive Analysis
» VP Marketing Canada
Marketing responsibility for Canada. Developed marketing strategy, pricing, sales training, advertising, promotion, product management and sales support to become a major player in the Canadian marketplace.Tripled revenue FY88 over FY86 from $25M to $75M with major new accounts installed during this period.
Received President’s award for work in Corporate Large Systems Task Force and creating & presenting “Selling to Large Accounts” sales training in North America.
Crowntek Inc (1972 – 1986)
» VP&GM Crowntek Networks Inc
Overall management responsibility for a start-up business unit, developing and marketing software on PCs and Mainframes that provided enterprise communication on heterogeneous platformsChampioned the creation of Crowntek’s first strategic product-Prod/Net, uniquely architected to combine the friendly PC environment with the power of mainframes
Product achieved revenues of $.5 million in 1Q86, within a few months of being available in production mode
Conducted major press conferences in Toronto and Boston to launch the product
Presentations resulted in first page coverage in Computerworld, the premier MIS news weekly
In addition to a direct staff of 25, directed three peer business units (a development lab and sales forces in Canada and the US) in developing and distributing the product
» GM Toronto Systemcenter
Management responsibility for Datacrown/Crowntek’s flagship datacenter. The Toronto site had about 25,000 square feet with state-of-the-art support facilities and ran 6 of the then-largest IBM Mainframes. It ran the latest MVS mainframe operating system from IBM, had a budget of more than $25M and a staff of 175 people.
» GM Technology Planning
» Manager Client Services
» Manager Shared Software
» Systems Engineer
Western Electric Co (1970 – 1972)
» Staff Member Information Systems
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