Sales Manager

Thomas Massey

***** ** ***** *** ********, Washington 98022

206-***-**** **********@*****.***

PROFESSIONAL EXPERIENCE

Creative results-oriented professional, recognized for initiative, offers a proven track record of business development, process improvement and data analysis. Expertise and qualifications include:

Strategic Development Relationship Building

Adaptability Excellent Communication

Creativity Cross Functional Team Building

LISTENING PARENTS 2016 – Current

Founder

Pre-release parenting application to help develop a pre-teens inner voice (9-13 years old) and assist parents in guiding teens through middle school and beyond by developing emotional resilience and a Growth Mindset. Non-profit.

QUANTIVATE, LLC. Woodinville, WA 2014 - 2016

Director of Sales (sales)

Quantivate provides the leading SaaS Governance, Risk, and Compliance (GRC) platform to the credit union, community bank and small bank markets. Specific applications target enterprise risk management, internal audit, business continuity, disaster recovery, cyber security management, vendor management and regulatory compliance. Preformed both sales and sales engineering duties with technical presentation to C-level executives, domain experts and non-technical staff.

ENGINEERED SOFTWARE, INC., Lacy WA 2014 –2014

Business Development Manager (sales)

Working with the PUMP-FLO Division of Engineered Software developing an embeddable web based industrial pump selection program targeting the global pump manufacturers market to embed the solution on their webpage. Preformed both sales and sales engineering duties with technical presentation to C-level executives, domain experts and non-technical staff. Established relationships with large manufacturers and established the first customer in Africa.

TRIMBLE NAVIGATION / WINESTIMATOR, INC.

Various Positions 2000 to 2013

WinEstimator was acquired by Trimble in August 2012.

• Regional Manager 2008 to 2012

As a WinEstimator Region Manager I was responsible for developing new low cost strategies at the bottom of the 2008-09 economic collapse to gain “mind-share” and experiment with alternative methods of sales and marketing with little to no cost. The region used to experiment in was the North Central Region (IL, WI, MN, MI & UT). The region sustained an average compounding 3% per month growth rate for 42 consecutive months. Exceeded all Expectations and created critical customer use case studies which assisted in selling the company. (see career accomplishments).

• Regional Account Manager (technical sales) 2005 to 2008

Responsible for needs assessments, sales configurations & “live code” demonstration of all six WinEst products with integrations with six other best of breed construction applications. Other solutions including CAD, scheduling, document control and job cost accounting.

• Business Development Manager 2002 to 2005

Responsible for the concepts, strategies and execution of business development initiatives with Microsoft, Autodesk, Oracle and Intuit (see career accomplishments).

• Account Manager (technical sales) 2000 to 2002

Worked with a team of sales executives utilizing technical demonstrations of application software. Participated in AEC industry’s first team using online demos.

PERFORMANCE INVESTMENT RESEARCH (PIR) 1993 to 1999

Founder & Owner

Developed four quantitative trading models and managed portfolios for high net worth individuals located in the US and the Caribbean. In 1997 was ranked by a rating service as the #1 mutual fund timer in the US. One portfolio achieved 44% average annual growth over several years.

W&H PACIFIC, BELLEVUE, WASHINGTON 1990 to 1993

Airport Planner

Developed 20 year Airport Master Plans, financial forecasts & economic impact studies. Produced its first business process study (see career accomplishments)

EDUCATION

• Bachelor of Science, Aviation Management and Economics

Metropolitan State University, Denver, Colorado.

• Udacity, Introduction To Programing Nano Degree Nov 2016 –Current

SOFTWARE KNOWLEDGE

General Productivity

• Microsoft Office Word, Excel, Power Point, Access, Visio, Project, Outlook,

• Apple Pages, Numbers and Keynote

• Organization – Evernote, OneNote, Wunderlust, Reminder,

• Collaboration Slack, Skype, GoToMeeting,

Construction/Project Software Design

Proficient enough to configure for limited integration demonstration

• Autodesk AutoCAD

• Autodesk ADT

• Bentley MicroStation

• Microsoft Visio

Takeoff Software

• OST On Center On Screen Takeoff

• WinEst Takeoff

• Prerelease - WinEst Intelligent Takeoff (ITO) –BIM Takeoff

Estimating

• WinEst LT, Pro, Pro Plus & eTeam

• Modelogix-a parametric estimating, bid comparison, knowledge capture and project archiving program.

• Revision Control

Scheduling

Proficient enough to configure & limited integration demonstration)

• Oracle P6

• Microsoft Project/Project Server

• Job Cost Accounting

Proficient enough to configure a limited integration demonstration with Microsoft Dynamics GP (Great Planes) & WennSoft Job Cost

• Microsoft Dynamics SL (Solomon)

• Sage Master Builder

• Intuit QuickBooks.

Proof of Concept w/ alpha builds

• Estimating Approval Workflow Routing- Proof of Concept & never bought to market

• Invitation to bid & Selection. For a large facility owner with 800 locations I reconfigured a Vendor Management system to have “Angie's List” like features so local facility managers could hire contractors. The system could be used for Vendor Pre Qualification, RFP Creation, invitation to bid (ITB), Bid Tracking & Bid Selection with a workflows.

Governance Risk Compliance (GRC)

• Enterprise Risk Management

• Vendor Risk Management

• Business Continuity

• Regulatory Compliance Manager

• IT GRC – I never demonstrated it

• Internal Audit – never demonstrated

Stock/Future Trading Systems

• TradeStation technical trading

Programing

• Beginners knowledge of CSS, HTML, Python and Swift

Thomas Massey

27301 SE 400th Way Enumclaw, Washington 98022

206-***-**** **********@*****.***

10 NOTABLE CAREER ACCOMPLISHMENTS

I. RE-IMAGINED SALES TO AEC’S TOP COST ENGINEERS 2007 to 2012

Problem: The construction market went sideways in the last part of 2006 early 2007 and by late 2008 the market collapsed. At the Q1 2009 market bottom, due to the lack of sales, the CEO requested us to focus on controlling the conversation at every trade association luncheon, dinner or gathering until we come to better times.

Solution: Using my deep knowledge of the dynamics of volunteer civic organizations at the local, state, national and international levels, from my volunteer works a decade and a half before, I set into motion a series of word of mouth campaigns focused on our development team’s efforts. I called the process “Tactical Marketing Waves.”

Result: I developed a rolling series of word of mouth campaigns which led to both customer and non-customers promoting our products. So effective were these waves of Social Proofs I kept the strategy as a substitute for traditional sales methods.

• The North Central Region (IL, WI, MN, MI & UT) sustained a average compounding 3% per month growth rate for 42 consecutive months. This moved the company’s standing in the region from a distant third to a dominate first. It pushed the old entrenched competitors to abandon filling full time regional sales positions.

• Major account wins:

o S&P 500 and Dow 30 - Abbott Labs, General Growth Properties and 3M

o S&P Small Cap - SunCoke Energy

o Major Utilities - Southern Company, Exelon Energy, Duke Energy, Puerto Rico Power. This represents 13% of the electric generation capacity in the US.

o Energy - BP Amoco and Quanta Energy

o ENR 100 – Mortenson, Walbridge, Power, Ryan, Pepper & Miron

o Municipal – City of Chicago

Accomplishment: This strategy contributed to providing the critical customer use cases which allowed senior management to orchestrate a three way bidding war between three of the industry’s larger publicly traded software companies. Trimble, Autodesk and RIB.

II. BUSINESS DEVELOPMENT W/ MICROSOFT & INTUIT 2002 - 2005

As the business development manager of a small software company, I established relationships with several major partners. Notably Microsoft and Intuit.

Problem: Microsoft had a group of sales people who were responsible for selling MS Visio and MS Project with no means of these two applications to logically talk with each other.

Solution: I proposed and demonstrated how one can functionally tie Visio design software to our cost estimating software and send the resulting information to MS Project (pre-industry adoption of Building Information Modeling (BIM). Later it was also sent to accounting systems.

Presentation: I got a recommendation from the President of Microsoft Business Division to make a presentation to Microsoft’s Vice President of Business Tools Group. Prior to the meeting I was told the executive would leave 15 to 20 prior to the end of the meeting, but to continue on with the remaining attendees. Most all Microsofter’s were stunned to see this Vice President not just stay to the end, but lead the discussion for an additional 25 minutes after the scheduled end of the meetings end.

Result: This lead to active relationships with Microsoft Business Solutions (MBS), Microsoft Business Tools Group and the Tablet PC team.

Other

III. VAR Manager: Recruited, trained, made end user technical presentations and supported the Microsoft Value Added Resellers (VARs) in promoting a combined solution set of Microsoft and ours.

IV. Sequestered Projects: Selected as one of six Premier ISVs to develop new products for Microsoft Small Business Accounting (SBA). This gave our team two years of development time to work with Microsoft prior to their product release and the rest of the market knowing of the new product.

V. OEM Competition: Successfully led team against 230 competitors winning an OEM contract with Intuit.

VI. REORGANIZATION OF DOW 30 (unsolicited paper/blueprint) 2004

Problem: There was a severe tangle of issues which impacted my ability to maneuver my company within this Dow 30’s partnership channel. Particularly in how M&A activities and Code was purchased between the partners, as well as if the company wanted to partake in these activities too. My frustration stemmed at how they sold software, supported developers, and structured their partnership channel (30,000 companies). My intuition of the fundamental assumptions that lent to the adoption of this management structure indicated to me that conditions have changed and the underling assumptions are obsolete. The industry had moved into a period of intense consolidation with an adoption also of programing modularization into programs. The company was also constrained while under DOJ scrutiny, while the open source movement was starting to impact the bottom line.

Solution: In my spare time at home, I wrote an unsolicited and anonymous paper (a blueprint) named “Open Standards not Open Source.” Due to the breadth of all the concepts I was weaving together, I felt by authoring it on my own I would manage any risks to my company if any “blowback” should happen on its way up the chain of command to their CEO or COB. A friend at Ernst & Young suggested I send it to their CEO and not to the manager of partners. The paper outline how they can reorganize their approach to their partnership channel, approaches to supporting developers, and managing their own out sourcing. I felt these sets of programs if rolled out correctly could quicken the pace of consolidation, which they might be able to influence, while influencing how the industry choose to modularize (code) their products. This all at the same time providing proofs of good behavior to DOJ by showing how they are helping the slower paced mom and pop shops to cope with the industry changes. Reading between the lines, which it was confirmed they did, this structure could also have potential of opening up the market for their own M&A activities too.

Results: A year later after the submission of the paper the CEO was on the cover of Forbes Magazine announcing the reorganization of the company which included the partnership channel restructuring. The changes they made had positive effects on how my job and company did business with them. I received a written thank you from the CEO and a debriefing from one of his staff on what happened to the paper/blueprint. They were surprised that such a paper was authored by someone with just four years of software industry experience.

VII. BUSINESS PROCESS ANALYSIS 1993

To avoid paying huge fees to Booz Allen on a study, the Port of Seattle gave a civil engineering firm the contract, if we can promise it would be done in two weeks. I was assigned to figure it out.

Problem: the FAA would not give the Port $100M unless they can demonstrate they can reduce Administration costs by 50% of a program they managed. The Port wanted to quicken the rate of home insulating so they could remove one of the final obstacles to building SeaTac’s “Third Runway” sooner,

Solution: I conducted the business process and cost analysis to identify a series of alternatives. The study worked closely with employees of the program/department, with no direct management overview and pulled it all together in a “candle burning” two week sprint.

Results: The Port of Seattle implemented my plan and three months later received the $100 million grant

VIII. IMAGINED NEW GIS PROCESSES 1991

I imagined and pushed to create a proof of concept (POC) of integrating several new cutting edge technologies to develop airport plans. These were:

1. Digitize aerial photos and warped to scale the images.

2. The geospatial data points used to warp to scale the pictures were gathered from new civilian Differential Global Positioning Systems (DGPS).

3. GIS information was added to the base maps using Intergraph's MicroStation running on a Sun workstation.

4. The first proposed customer of this was the State of Washington to develop Maps with GIS information and post them to the then cutting edge “pre-internet” bulletin board system (BBS).

IX. THE LARGEST AEC EXECUTIVE PLACEMENT FOR THE 1980s 1989

In an effort to find an analyst or planning position, a friend suggested by being a executive recruiter I could also look for a job while learning about the industry. Due to the stresses trying to fit an analyst mindset into a high velocity deal making environment, I felt I needed a part of each day that would allow me to disengage from the “grind” and give myself the emotional room to creatively learn the way I do. This time during the week has sense been named “20% time” by Google.

What I felt I needed to learn was the:

1. Mechanics of networking,

2. Talking to the countries executives and net work of “deal makers” from a cold start,

3. How to create an intriguing “pitch” which could get a first meeting, and most of all what is required to get a second meeting.

I worked from my memories of talking with my father, his PhD advisor Milton Friedman and other executives I talked with growing up.

Seven months into this job I held for just 10 months before moving on, I negotiated the largest CEO placement in the AEC industry for the 1980s The deal moved the president of Raytheon’s United Engineer and Constructors (UEC) and moved him to Morrison Knutson (MK). Side note: The COB at MK I had to corner through many efforts was in the early 1980s the “Young Turk” who’s management practices made front page news at Bendix Corporation. Soon after the placement MK bought UEC from Raytheon and by 1995, to avoid going out of business, MK merged with the Washington Group.

X. PARENTING RESEARCH 1999 to 2017

LISTENTING PARENTS APP (pre-release) 2016 to present

Problem: The original problem that needed a solution was, how does a truly “idiot clueless father” make a deep trusted emotional connection to a pre-teen daughter?

Solution: One of the parenting innovations I developed was a daily 10 to 30 minute parenting exercise. While initially using the exercise to get closer to my daughter, I found over time it had extraordinary results on shaping a pre-teens inner voice (9-13 years old) prior to the critical middle and high school years. I knew the methods were successful when her situational awareness was clearly being articulated well beyond her years with a corresponding level of confidence. She hit her stride when at 13 years old she found, applied for and was chosen from one of eight children from a global pool of kids to be excepted into THINK Global School. This is the world’s first traveling high school. At 14 we witnessed her grab her backpack and board a airplane to India to spend years with a cohort she did not know. Not something most 13-14 year olds do.

Application/Company Status: This is my “bucket list” project that is more non-profit community development project then a for profit project. The unexpected results of my experiments and subsequent research and customer discovery interviews found that out of sheer luck I had blended advanced research from a number of university studies in childhood development, phycology and cognitive linguistics. The resulting exercise does develop a child’s emotional resilience and “Growth Mindset.” Knowing how software is developed I saw that it could be “productized”. The application is still in development, but the landing page has been posted at www.listeningparents.com.

PAPERS (no dates due to NDA)

• Desalination Product - This market study is covered under a NDA.

• Municipal Anaerobic Reactor - This market study is covered under a NDA. This is a highly unconventional approach to municipal waste water treatment.

Thomas Massey

27301 SE 400th Way Enumclaw, Washington 98022

206-***-**** **********@*****.***

COMMUNITY DEVELOPMENT

Listening Parents (October 2016 – current) Co-Founder of a company dedicated to its one big idea, making the world a better place by increasing the quality of communication between a parent{s} and child.

Note: With a family illness followed by the birth of my daughter, and wanting to do a deep dive into parenting (even bought a farm), I greatly reduced my community involvement. This spring with the graduation of my daughter I will be working on Listening Parents as my first Community Development project in decades.

Northwest Hugh O’Brien Youth Foundation (1991 - 2001). Keynote speaker for the HOBY annual four day event that hosted two high school sophomores from each high school in Western Washington chosen my the administration as leaders in the school.

SJC Charities, President (2001 to 2003). SJCC funded wide variety of programs in the Seattle area. The most notable were: Providing $60,000 annually of fresh produce to Food Lifeline to give the needy better nutritional meals, sponsored the Woodland Park Zoo Summer Concerts for five years, worked with Seattle City Council for our team’s efforts in funded the redevelopment of Seattle’s Pier 62/63 which lead to the Summer Concerts on the Pier, seed funding of the restoration of the Seattle Fireboat Duwamish, funded the rebooting of the Hugh O’Brian Youth Foundation in the northwest, provided five year seed funding to start the Seafair Ambassadors program and gave out college scholarships in the amount of $1,000 to 5,000 based solely a students involvement and impact in our community rather then academic achievement.

Seafair, Board of Directors 1991-92

Seafair Pirates, Honorary pirate 1991-92

Seattle Junior Chamber of Commerce 1988-1993. Headquartered in the lower Queen Anne area of Seattle, this was a 600 volunteers, 35 employees with annual gross fundraising of over $7 million annually and conducted 1,000+ projects annually to develop leadership skills of its members. Each project was required to complete a project plan with a debrief of the project after it was completed. Many of our projects won both national and international awards.

• Positions head - VP Membership, Executive VP, President & COB.

• Co-Founder of the US Jaycees’ MetNet. This was annual meeting of the largest and/or wealthiest chapters to trade best practices and share the ups and down between 1991 & 2009. This led to JCI International to adopt the program across the globe.

• I was chosen in 1993 to represent the 600,000 member US Jaycees in Kobe, Japan 1993 at JCI International’s annual meeting. JCI represented about 1.5 million members globally.

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