Steven Jameson Email & Phone Number

Greater Atlanta Area

ALTAVI helps B2Bs deftly exploit best-fit sales process improvements. We offer leading CRM and CPQ integrations, Management Consultation, and training, specializing in the middle market. We call this "strategic sales optimization."

Greater Atlanta Area

A $175M international leader in engineering, materials, and radioactive waste processing for the nuclear energy market, Studsvik experienced a 30% freefall in top-line revenues and brought me on to turn-around their US Sales, Marketing and Customer Service organizations. The main problem was a shifting regulatory environment, forcing transformation on a Sales and Marketing organization that was weak in sales methodology, execution and accountability. In two years, we developed and executed a plan that improved quality of service, reduced expense budget by 28% and grew top-line revenues by 47%. Salesforce.com CRM was critical to optimizing collaboration between Sales, Marketing and Service divisions – assisting with high-value customer acquisition, adoption of business process improvements and increased customer visibility. The project proved the potential value of CRM, and additionally exposed non-optimal implementation protocols.When our CEO appointed me to lead the worldwide Salesforce implementation, we chose a different implementation vendor because we wanted a partner who understood our business challenges and could help us align strategy and technology. The international implementation vendor did a great job, as well, but was only marginally better than the first with regard to understanding our business and its challenges. It became clear that the Salesforce implementers were great at IT implementation but poor management consultants. I also found that having a deeper understanding – of Saleforce.com and the ability to configure/customize the CRM directly – allowed me to more quickly adapt to market changes and internal needs, while driving a high level of adoption. It was the combination of executive level business acumen, strategy, and process coupled with technical ability – knowing how to control Salesforce.com to accelerate strategic direction. This became the foundation of Altavi’s methodology. I was hooked.

IBM brought me in on a project in San Diego, where a local utility was struggling through defining business processes and requirements for an OMS/DMS/SmartGrid project. They needed someone who understood electric utilities and various SmartGrid technologies to help them select the right vendor and product for their business. The challenge was understanding the business processes and working with stakeholders to capture the requirements for the development of the specification.

Greater Philadelphia Area

Areva was a $14B global market leader in electric energy markets – both nuclear and T&D. I was to turn-around the US Substation Automation Products business, which was suffering a 10% annual decline. The business had integrated two diverse sales teams – the protection and measurement teams – into a single unit. This weakened performance, giving a competitor that dominated the market every advantage it needed to win our business. The strategy was to narrow product and customer focus for high impact and reorganize the sales teams into two, each focusing on their technical area of strength. Then we identified markets where the market leader was weak and attacked – both directly and via channels that we developed. We also created self-directed work teams and KPIs that improved efficiency and enabled the support staff to self-improve. Despite a 26% reduction in headcount, we reversed the decline and achieved orders growth in the first year with a top line of $20MM.

Greater Atlanta Area

Provided marketing, sales, strategic planning, and operations consulting services.

Montreal, Canada Area

After my success as GM at SR Telecom, I was asked to turn-around SR Telecom’s European business as VP of Sales. This was my first direct experience in sales, and being new to the area, I was slightly apprehensive. Although we had a toehold, our relationships in “Europe” were strained (approximately 50 countries including Russia down to Turkey, and westward. We went to work with a new go-to-market strategy that would focus on the likeliest sales opportunities. Additional efficiencies were created through better management of channels, selection of personnel, and by rebuilding trust with existing customers. Our efforts resulted in a 48% jump in bookings, and a 165% boost in revenue. Laying our direct achievements aside, this engagement was my gateway into the highly technical and competitive world of B2B Sales. It came down to honing in on the right customers, learning what their problems were, and figuring out the best way to solve those problems. Butcomplex products demand more – from everyone on the team. Sales Reps and Management had to be willing to work hard, do research, plan ahead, and above all: to stay results focused. I left the engagement with a new appreciation for the sales process, and everyone on the team.

Montreal, Canada Area

SR Telecom was a fixed wireless telephony company serving 87 countries with revenue of approximately $200 MM. A portion of the business focused on Supervisory Control and Data Acquisition (SCADA) system applications predominantly in the electric utility, oil, gas pipeline, and transportation verticals. When the SCADA communications business stagnated, I was brought on to reignite growth and create the Industrial Communication Division, a full P&L role.We established a new division around a strategy that repositioned the SCADA communications business from being a product provider to a solution partner. We also broadened the product portfolio, using OEM / private labeling when business conditions prohibited planned acquisitions. The results were a reversal of the 20% per annum topline decrease with modest growth in the first year. At its peak the business was $33MM with over $2MM in new product sales.

Greater Atlanta Area

I made the move to ACS when the Soviet Union was imploding; the Berlin Wall was coming down; it looked like Defense was not where you wanted to work. I continue to wait for the world to prove me right. So my initial systems-engineer position at ACS was a step back, but it introduced me to a different line of engineering. Before long I was promoted to lead the SCADA Systems and Substation Automation Products business unit. This segment of the business had been stagnant, and they wanted me to spearhead a re-organization. The business unit was cradle to grave, responsible for and the designed, development, configuration, and system integration including factory and site acceptance testing. We developed some new, low-end products and worked with the sales team on cultivating our existing client base. Our efforts doubled revenues within two years. The P&L was approximately $10 MM.

Greater Omaha Area

Taught undergraduate courses on programming languages (Fortran and Cobol).

Omaha, Ne And San Pedro, Ca

Program and project management leadership for the five-company team providing technical support to the US STRATCOM Command Center.

Greater Omaha Area

Led the team developing realtime software for magnetic media reproduction equipment.

Omaha, Ne And Nutley/Clifton, Nj

Provided hardware, software, and system engineering expertise for the development of a 135 node Advanced Data Communication Control Protocol (ADCCP), multilevel secure data communication system that interconnected the nation's nuclear launch facilities.

Master Of Business Administration (Mba)

Juris Doctor

Ms, Electrical & Computer Engineering

Master Of Business Administration (M.B.A.)

Bs, Electronic Engineering