DWP provides a range of business, sales and marketing consulting and project director services to the IT, Professional Services and Corporate sectors.

Adaptra is a specialist Project Management, BPM Consultancy and IT Resourcer to the Insurance and Financial Services Sector.RoleThe CEO role was responsible for the leading the organisation in developing and executing the business strategy, management and P&L performance. Having already established the sales & marketing operating model in my previous role I then led the management team through a strategic planning process which concluded in launching a new 'Go To Market' strategy. We then exercised a change management program which enabled the introduction of the new business strategy including the establishment of a new Consultancy business. Subsquent to this strategic change we successfully won consulting engagements with several large financial institutions.

Starting with a review of the sales & marketing I developed a plan to move the organisation from a transactional sales approach to a consultative sale model. This involved the development and implementation of a marketing plan to raise our profile and expand our brand beyond known markets. Definition of a sales process and training of the sales team in consultative selling and leading the major sales initivatives.

Canon Australia is a wholly owned subsidiary of Canon Inc. Canon specialises in providing Consumer and Business Imaging products and solutions from digital cameras and office imaging equipment to Business Imaging solutions for Workflow and Document Management.Role National General Manager of the Direct Sales and Service, Business Imaging Solutions Group. This role was responsible for the P&L performance of a $250m turnover, 500 staff and 20,000 customer sized organisation. The role included directing the transformation from a National Sales/ National Service siloed organisation to an integrated sales and service organisation, by building a team of 6 State general managersand implementating a new state business model based on customer focused processes.

BackgroundIn January 1999, the Office Imaging and Integrated Solutions divisions within Canon Australia merged to become Business Imaging Solutions group. RoleThe Assistant General Manager - Direct Sales, was responsible for ensuring Sales revenue achievement from a combined sales force of 200 salespeople, network consultants and professional service personnel. The role included development of a long term sales vision and strategy that resulted in the integration of the Office and Imagining sales divisions, implementation of new Digital Workflow Solutions and Business Colour strategies and introduction of a Master Agent sales channel. Also during this period I directed the development and implementation of a sales force automation system covering contract management, lead distribution, and forecasting.

BackgroundI joined Canon as National Sales Manager, reporting to the General Manager for the Office Imaging Division. The division sold and serviced faxes, copiers and printers to the corporate marketplace. The direct sales force consisted of 150 salespeople in the major metropolitan areas and 75 dealers in the country areas. With copier and printer technology converging Canon recognised that they needed to move from just selling equipment to selling solutions. RoleNational sales management for both Direct and Indirect sales channels for the Office Equipment Division. This role included restructuring a direct sales force from National to Branch management, Implementing a new customer segmentation strategy.Introduced 'Network Harmony' sales strategies to assist in sales of networked equipment. Developed and trained the sales force in 'Strategic Selling' and 'Spin Selling' programs.

CREST was a 'start up' Australian software company that had developed a Shipping Logistics application, based on a Microsoft Client Server platform. The software offered a major ease of use and cost advantage over legacy systems which required mainframes with expensive fixed communication line networks.RoleTo develop a strategic marketing plan, lead the business development initivatives and manage the day to day sales and marketing operations. The role included the development of a strategic sales and marketing strategy, which resulted in restructing the direct sales model to ANZ only and the establishment of a international channel based strategy.

Company BackgroundCSSL was established as a mid range IBM reseller and industry application and systems integrator. It specialised in supporting Best of Breed software packages such as BPCS (ERP manufacturing System) Synon (CASE based software development system) Kapiti (Banking System) Impart (Funds Management system) Insight (GL and planning systemRoleRole objective was to successfully establish and profitably operate an organisation in line with the CSSL's standard business guidelines. Responsibilities included the development and implementation of the business plan, initiation of new vendor partner relationships, bsiness development of sales and overall management of the office and the P&L. The role included establishing the office, acquiring the rights to distribute and resell SYNON, PRISM, Kapiti and IBM, whilst building the teams to sell and support the solutions. The business achieved break even status in the first year and over the 4 years grew staff to 30, supporting over 60 customers. Final year revenues were $3m US ( $1.5m Software, $1m PS and $500k Hardware). Successfully sold and implemented ERP solutions to Cement Cibinong, Kangar ACI and Bintang Brewery and a Treasury system to Bank Niaga,

BackgroundCSSL having been established in the Hong Kong market for several years wanted to establish a Divisional structure to assist with the growth of the organisation. The Banking, Finance and Insurance division established a new team of people to focus specifically on selling and supporting solutions for the Hong Kong market. RoleEstablish a sales and marketing team to sell and support Banking, Finance and Insurance solutions. The position carried revenue and overall P&L responsibility for the division. This role included establishing a sales and software implementationt and maintenance team, Leading the major business development initivatives and managing the division operations. During this period my division funded the development of a new division focussing on software development as a result of one of our major client engagements. Won major clients Standard Chartered Bank, Honk Kong Development Fund, Banco de Commercial and grew the division to become a $60m ($10m AUD) division in the 4th year of operation. By which time IBM had acquired 25% of the organisation.

On successful completion of Trainee program, I was assigned accounts in the Pharmaceutical Industry and following a successful first quota year was assigned as a New Business Representative for the Finance and Banking Industries. The following three years I remained as a new business representative, successfully achieving quota every year.