Scott Reese Email & Phone Number

., Oo

New York, New York, Us

San Mateo, California, Us

My focus has been on helping the company mature governance around the product shift to the cloud and cyber security practices. As a member of the Audit Committee, I help ensure the proper controls are in place around our security practices (development, monitoring, detection, escalation, and reporting) to understand and mitigate risk as we moved the historical on-premises portfolio to the cloud.

San Ramon, California, Us

After an incredible run at Autodesk, I took the leap of faith to assume full P&L responsibilities for the $1B division of General Electric. GE Digital was started in 2014 as the software arm of GE as industrial companies started their digitization journeys. Under Larry Culp’s leadership, GE made the bold decision to split into three separate publicly traded companies. One would be GE Healthcare, one would be GE Aerospace, and the third would be GE Vernova focused on the energy transition. We re-aligned GE Digital to focus on accelerating the energy transition as part of GE Vernova.In my first year, we were able to focus on building commercial muscle and remove structural costs to set the company up for success as we sharpen our focus and start the journey to become a subscription company. We acquired Opus One for orchestration and management of renewable energy sources, built an inside sales team, streamlined marketing and launched a new vision for GridOS that will help electric grid operators move from operating their grid to having their grid operations orchestrated through software. We acquired Greenbird Technologies to accelerate our shift to the cloud, our data platform, and our AI ambitions. We have software solutions that span the energy lifecycle from how energy is generated, to how it is distributed, to how it is ultimately consumed. Through our early efforts, we were able to grow orders by 19% in the first year and deliver the companies first quarter of profitability. Our relentless focus is on helping to electrify the world while simultaneously decarbonizing it.

San Francisco, Ca, Us

I took over the $1B business unit targeting the Design and Manufacturing segments. Products included Autodesk Inventor for Design, all of the Simulation products, and Fusion 360 and the Delcam family of products for Manufacturing. Also included our Cloud PLM solutions as well as Autodesk Vault for data management.Responsibilities included all elements of product development, product management, and sales and marketing for most of the portfolio. Partnered closely with the channel organization for the volume products sold primarily through distribution. I am most proud of how we were able to move our solutions to the Cloud and move nearly all of the revenue stream to Annualized Recurring Revenue (ARR) and subscription.

San Francisco, Ca, Us

Reporting directly to the CEO, I led the 35-year-old software company's transition to the cloud. I had all cloud products, platforms, operations, and cybersecurity teams reporting to me. We established the companies first cloud platform by turning our product capabilities into horizontal cloud services. Internal and external teams use these cloud services to build vertical solutions. We attracted over 3k external development partners in the first year that we launched the Autodesk Forge platform. We incubated our next-generation cloud solution for the design and manufacturing industry. In a few short years, we entered hyper-growth mode with Fusion 360 and achieved over 140k commercial subscribers making it the fastest-growing product in our industry. We established BIM 360 as the basis for our cloud-based construction management solution and set the stage for $1B+ in construction-related acquisitions that would round out our capabilities. We hired the company's first Chief Security Officer (CSO), reporting directly to me. Together, we established a unified security program for the company responsible for all product, information, and cybersecurity for the company.

San Francisco, Ca, Us

Brought in by the CEO to help establish a platform that would help accelerate our move to the cloud. With our deep roots in building desktop software, the cloud allows us to re-imagine how our customers work. Enabling the shift took a combination of talent, technology, and processes. We fully embraced modern agile methodologies and automated deployments to drive velocity and comply with various security and compliance controls. We instill a deep DevOps culture to empower teams to run the solutions they build.

San Francisco, Ca, Us

Promoted to lead a new strategic product group serving all customers across all industries for Autodesk. The Simulation group was formed by the $500M+ acquisition of several Simulation companies, including publicly traded Moldflow Corporation (MFLO), Blue Ridge Numerics, Algor, Robobat, Plassotech, and Solid Dynamics.This new group focused on helping customers simulate their products in a digital environment before producing them. The product lineup includes Moldflow for simulating the plastic injection molding process, CFD for understanding the flow of air and liquid, Mechanical for understanding the stress and thermal elements of design, and Robot for simulating the structural integrity of a building. Revenues for the Simulation product group are roughly $100M with aggressive growth targets for the coming years.My direct responsibilities include Product Development, User Experience, Quality Assurance, and Product Management. Responsible for teams in Oregon, Michigan, Virginia, California, Massachusetts, New York, China, Poland, Decin, and Australia. The group consists of over 300 employees.

San Francisco, Ca, Us

Founded a new group for Autodesk chartered with driving new and disruptive innovations into the market in a way that didn’t put our established product revenues at risk. Operationally, the group was separated physically and functionally from the mainstream product development teams, made heavy use of agile development methodologies, and leveraged diverse onshore and offshore development teams in the US, India, and China.In a short period, our team delivered several innovative technologies such as the iLogic technology for simplifying rules-based design and Inventor Fusion, which produced a revolutionary new Direct Manipulation technology into the market. These innovations are now found in our Autodesk Inventor product and have driven Autodesk’s reputation as a thought and technology leader throughout the industry analyst community and with our customers. I was responsible for all aspects of the Emerging Products and Technologies group, including budgeting, Product Development, Product Management, and Quality Assurance.

San Francisco, Ca, Us

Once we established the AutoCAD Electrical business, I took on the additional responsibility to manage the Product Management organization for all AutoCAD based products in Autodesk’s manufacturing product group. The products included AutoCAD Mechanical, AutoCAD Electrical, and AutoCAD Mechanical Desktop.While I managed the AutoCAD based Manufacturing products, we grew the business by roughly 90% to over $140M annually. The growth was driven by a simplified business strategy that better aligned our product messaging with the capabilities of our sales channels.

Responsible for all operations and aggressive growth of the privately held 15-year-old software development company whose primary business focus was to develop 3rd party software applications that ran on top of applications from Autodesk, Inc. My functional responsibilities included sales, marketing, R&D, and general administration. My success was measured on overall company performance to position and prepare the company to be acquired. During my tenure, we increased revenue by 70% through the strategic acquisition of a major competitor. We also drove profitability by over 60% by moving from a costly outside sales model to a hybrid inside/outside sales model that heavily leveraged the internet as a sales tool. By eliminating travel for expensive and speculative sales calls, we optimized our sales ROI and reduced sales cycles by over 30%. We also implemented a channel sales team that built a reseller channel to broaden awareness and generate demand for our products through existing and more mature distribution channels. My greatest achievement at this company was meeting the main objective of the shareholders by selling the company to Autodesk, Inc., who is a publicly-traded software company with roughly a $6B market cap in 2003.

Director’S College

Bs Computer Information Systems

Mba