Andrew Moore Email & Phone Number

Andrew is an accomplished speaker, advisor, aspiring author and the Co-Founder and CEO of Digital Nexus Associates. Andrews role focuses on providing progressive but actionable advice and guidance to executives and senior business and government leaders who are wrestling with the specter of “transformation” but are unsure what it means for them and how to make it real. Prior to the formation of DNA Andrew was the Chief Digital Officer at Intel where he was heavily involved in a number of the strategic changes currently underway at the corporation. Andrew has also acted as a strategic transformation advisor to senior leaders at a number of the worlds largest and most prominent global organizations. The goal in doing this was ultimately to forge strategic and symbiotic relationships with these organizations and in doing so raise Intel’s profile and role as a true thought leader in the world of digitization. Leading up to this role Andrew was the Head of Strategy and Chief of Staff for Intel’s Industry Sales Group which preceded his role as the General Manager of Intel’s Global Strategic Accounts.

Portland, Oregon

General Manager Digital Transformation Office / Chief Digital Officer | 2016 – 2018 Accountable for driving a major change in executive selling as a vehicle to improve relevance as a strategic advisor to the C-Suite, growing revenue across the portfolio, identifying the next wave of key partnerships, and developing CDO-like skills for top sales leaders. Developed transformation assets, created a structured certification program, a formalized sales leadership career path, revised incentives and rewards, improved coverage for key accounts. Gradually turning sales leaders into recognized role models for advocating transformational engagements for customers and the company.

Portland, Oregon Area

Responsible for creating a vertically organized, solutions led sales capability targeting G2000 end customers and scale partners (Systems Integrators, ISV’s, Solution Providers). The role covered most elements of creating a new organization – vision, mission, imperatives, market selection, customer segmentation, organization role definition, developing the framework for a solutions roadmap, skills development, selling mechanisms, SLA’s with our Business Units, revenue and compensation targets coupled with annual investment requirements. As you can imagine, a vertical orientation to market is a bit of a departure for a company known for its semiconductors.

Accountable for creating and running the first End Customer focused Global Account Program at Intel. The role covered some of the following areas: • Create program, model and framework for our top Global Accounts – and run it. • Measured on and accountable for Product and Services revenue for our top 20 global accounts as well as for developing strategic and reciprocal relationships with these customers • Development and orchestration of global account strategies and models that allow us to serve these Global customers in the manner they should expect. • Responsible for developing executive relationships with these accounts.• Developing and executing mechanisms to scale the tactics across the rest of our field organization• Drove significant shift in sales behavior to a more vertically orientated, solutions led sales model

Intel had a boutique consulting division – another vehicle through which to accelerate the rapid adoption (and scale) of the very latest technologies we bring to the market. Focus was on the end customer (subset of G2000 - early adopters) and scale via key partners. We were also the primary end customer feedback mechanism into the corporation with the mandate to recommend platform changes based on customer experience and input. I was asked to come in and make it work better. This role covered a number of areas: • Hire and develop the consulting and sales capabilities worldwide. • Creating the solutions development engine and a portfolio of solutions we could take to customers – Data Center, Supply Chain, SOA, Mobility and Wireless are some examples.• Create scaling model for key scale partners.• Refine operating model • Securing funding for the net investment model we used • Make consulting/solutions relevant to Intel.

The function here covered Product Marketing, Product Management, Sales Operations and Professional Services and encompassed many of the technology related pieces that underpinned the core ERP solution: Enterprise Application Integration (EAI), Web Services, Workflow, Portals, Business Process Modeling and Management.