Andrew Furner Email & Phone Number

Bainbridge Island, Wa, Us

Bainbridge Island, Wa

Greater Seattle Area

Migrating customers onto AWS is a top, strategic initiative for AWS. The Migration Acceleration Program (MAP) is a comprehensive and proven cloud migration program that packages best practices, expertise, tooling, and financial incentives for customers to make cloud adoption easier and accelerate migrations to AWS. Partners are very key to MAP selling and delivering billions of dollars of AWS migrations. Andy was part of the small team that started MAP in July 2016 and was solely responsible for the partner strategy and go-to-market approach of MAP. Created and implemented the partner business strategy, Go To Market plan for MAP, including AWS co-selling and co-delivery models by partner type (GSI, NSI, ISV, Specialist SI) and AWS market segment (Enterprise, Greenfield, SMB, Vertical). Led the implementation of approach with partners and AWS Partner teams. Over the six years he led Partner MAP (2016 to 2022) he grew the business from nothing to a multi-billion dollar global partner business involving hundreds of systems integrators with the largest investment budget in the AWS Partner Network (APN). Awarded APN program manager of the year in 2020.

Greater Seattle Area

Responsible for managing a subset of National System Integrators for implementing AWS Cloud Services.  Successfully delivered Partner Influenced revenue of $10M ARR with 110% attainment in 2015.  Managed relations with leading systems integrator partners – Softchoice, 2nd Watch, Slalom, and Onica.  Provided partner strategy and support working with AWS sales teams in Pacific Northwest and NorCal.

Trace Register is a start-up Software as a Service (SaaS) company that has become a market leading electronic traceability system for the global food industry. I was responsible for sales, marketing and business development and work closely with the CEO on business and go-to-market strategy and product management and development. In my time at Trace Register I increased the customer base from 190 companies to over 1,000 in 24 countries and increased revenues 600%. I also brought on key enterprise retailer customers such as Whole Foods, Wegmans, Delhaize America, Price Chopper, and H-E-B.I established the Trace Register project management and customer service teams and led the development of the Trace Register implementation methodology. I was also a recognized spokesperson for press relations and regulatory affairs and presented at many industry meetings, forums, and conferences on the subject of electronic supply chain traceability.

 Removed sales poor performers, strengthened sales team, initiated inside sales activity, defined and recruited marketing role, and re-focused service offerings.  Jointly led the sale of $2m consulting project to the State of Washington  Drove sales of technology service offerings into Tellabs, T-Mobile, and Federal Home Loan Bank. Strengthened staff communication through regular “All Hands” briefings.

Responsible for all Marconi's business in the Middle East. Included end to end business management and full p&l responsibility for the over $100m business. Managed over 450 staff in Saudi Arabia, UAE, Egypt, Syria, Kuwait, Oman and Qatar.I negotiated and managed a 3-year, $120m operations/maintenance communications project with the Saudi Arabian National Guard and led the successful sales campaign for an 8-year, $250m multi-workstream IT and telecommunications project for the Guard. Operationally I reduced overhead costs by over 30% ($7m to $4,5m), removed a layer of senior management whilst maintaining operational effectiveness, and measurably improved staff morale.

Established and led the Network Strategy Group. Reporting to the Chief Operating Officer, the group was responsible for the development and promotion of the technology strategy for Marconi worldwide. The group consisted of senior engineers based in the UK, USA, Italy and Germany.  Defined the strategy process and led the development of a business issue-based technology strategy that became integral to the annual corporate business planning cycle and Research and Development budget prioritization.  Gained buy-in and commitment to the Technology Strategy from Marconi Executive management team and key peers in Engineering, Marketing and Business Strategy. Established the Network Strategy Group as a “Trusted Advisor” to Marconi executives.  Re-organized and rationalized the Network Strategy group to create a core, high caliber strategy team; reduced headcount from 130 to 15 in the process.  Led a cross-functional team that defined and implemented an improved, company-wide Product Lifecycle Management organization and process. The Unified Product Management project was successfully completed within 4 months and contributed to a 30% reduction in R&D expenditure ($240M reduced to $160M).

Established and led the OSS Business Unit. The group reported to the Chief Executive Officer, Marconi Communications, and was responsible for the development and delivery of the strategy and software product roadmap for Operational Support Systems. The group consisted of over 200 software engineering, product management and marketing staff based in Ireland, UK, USA, Germany and Italy.  Delivered an OSS strategy based on the Telecoms Operations Map (eTOM) that was used to drive software development, customer sales and strategic partnerships.  Established strategic systems integration partnerships with SAIC and Mahindra British Telecom and a strategic product partnership with Hewlett Packard.

Led the Engineering organization of 100 software engineering staff that developed, tested, maintained and configuration managed the billing mediation, provisioning and customer experience software products.  Implemented new project management and methodology processes and procedures that significantly enhanced software engineering productivity, quality and predictability.  Created a customer-focused organization and significantly improved customer service to both external and internal customers (Verizon, Sprint, and Cingular).

From January 1998 to March 2000 - Managed the end-to-end business operations including sales, marketing, HR and operations. Responsible for over 100 business and IT consultants.  Re-organized the sales function and initiated new sales and marketing activity that led to the acquisition of new customers and the growth of existing accounts. Overachieved by 40% on revenue targets and 30% on profit targets in first year and grew revenue and profit by over 30% in the subsequent year. February 1996 to December 1997 - Capgemini America West Division telecom lead. Gave focus, direction and support to West Division regional business units in Denver, Houston, Dallas, Portland, Seattle and Irvine, CA. Worked with unit sales and marketing functions and clients to ensure they understood and leveraged Capgemini’s Telecommunications focused capabilities and service offerings.

Cap Gemini UK