Sales Manager
Resume:
GLEN C. FOSSELLA
Fort Mill, SC 29708
abnb4s@r.postjobfree.com
Senior Technology Executive
Over twenty years of IT sales, marketing, and general management
experience...P&L, M&A, and capital raising...eBusiness, banking,
manufacturing, supply chain, and regulatory compliance software...CAD/CAM,
imaging, communications, banking, and consumer electronics hardware.
Career Highlights
. Division GM and Corporate Marketing VP for a banking technology vendor.
Led product and market strategy for transactional kiosk business,
established company as the early leader in a new market space. Grew
revenues from $48M to $62M in one year.
. VP Marketing and Strategy for a leading logistics compliance platform
vendor. Oversaw all elements of market strategy and execution, including
six acquisitions in 15 months. Grew revenues from $2M to $12M in two
years.
. Director of Marketing for a $35M pre-IPO SCM software vendor. Led the
design and deployment of the first inter-enterprise replenishment system,
and established company as a pioneer in one-to-one Internet trading
networks.
. Director of Sales for a $30M publicly-traded SCM software vendor. Oversaw
entry and rapid growth in the advanced planning and scheduling market.
Grew sales 400% in first year.
. Harvard BA, co-inventor of several software technologies: constraint-
based forecasting, compliance optimization, and the event processor.
1/08-Present Rosetta Technologies Corp, Tampa, FL
Vice President Sales & Marketing
Rosetta Technologies provides software and specialized check
printers for banks. It is a direct competitor of Source
Technologies (see below). I was hired by Rosetta's president to
develop and implement a channel-based strategy geared to
increase market share and sales of our solutions.
In less than six months, I rebuilt the sales team, recruited a
marketing department, implemented the Solution Selling
methodology, implemented Microsoft CRM and an extensive
electronic marketing platform, and deployed a complete sales and
marketing strategy. Despite the steep downturn in banking, I
grew a new product line by 284% which resulted in FY '09 revenue
growth of 3% and profit growth of 184%.
In FY '10 I have continued to drive the sales and marketing
organization while focusing on developing strategic sales
relationships with banking service companies such as Unisys and
Fiserv, and OEM sales relationships with Ricoh, Samsung, IKON,
and InfoPrint (IBM).
4/04-8/07 Source Technologies LLC, Charlotte, NC
GM, Payment Solutions Division & VP, Corporate Marketing
Source Technologies is a leader in software and specialized
check printers for banks. I joined as VP of Marketing and
managed all product marketing/product management including
strategy and execution for both the core Payment Solutions
division and start-up Self-Service division.
I built a 5-person marketing team from scratch, implemented
extensive marketing execution systems, and quadrupled both
online traffic and qualified leads in 18 months. Based on these
efforts, Payment Solutions division revenue grew from $46.5M in
'04 to $54M in '05. I also revamped the self-service business
model from custom kiosks to a provider of integrated, off-the-
shelf transactional kiosks for banking. Self-service division
revenues grew from $1.5M to $8M.
In November '05 I was promoted to VP of Marketing and Channels.
Despite the overall revenue growth in '05, reseller and OEM
sales had receded from $19M to $15M. To address this, I
reorganized the channel sales team into well-defined
hunter/farmer roles, triaged the reseller base to improve focus,
and increased overall partner "touches" with sales resources,
education, and promotions delivered online. These efforts pushed
channel sales back up to $19M in '06.
The board of directors brought in a new CEO in March '06 which
led to a shakeup of the executive team. This transition caused
Payment Solutions revenue to fall from $54M in '05 to $35M in
'06.
In January '07 I was promoted to GM of the Payment Solutions
division, with oversight of a 20-person sales team, and
chartered to push sales up to $47M. I continued to manage the
corporate marketing team. We shipped $20M in the 1st half and
were positioned to achieve our sales target.
I was ousted from the company in August '07 for refusing to
accept unethical behavior by my supervisor, the senior VP of
sales and marketing. The board of directors intervened, and in
October '07 I was offered my old position back. But I made the
decision not to return to the company.
3/00 - 8/03 Knorr Capital Partner AG, Munich, Germany
Senior Partner, Boston Office
I originally joined Martlet Venture Management, a Canadian VC
investing in early-stage software/Internet companies in Europe
and North America (Martlet was a major stockholder in Atrion,
see below). My role was to build a complementary investment
portfolio in the US, while helping partner companies develop and
refine product and market strategies and positioning.
In September '00, Knorr, a publicly traded German venture
catalyst investing in Internet B2C, B2B, and infrastructure
companies, acquired Martlet. As Senior Partner, my primary role
was to build out the US organization while continuing
development of a US portfolio. Additionally, I continued to
support business development efforts with partner companies.
With the collapse of the IPO market, Knorr was unable to raise
capital or generate cash from liquidity events. In March '02,
the company suspended operations, but I and other partners in
the US and Canada continued portfolio development and also
worked with other VCs to consolidate holdings. This led to other
M&A engagements. Additionally, I took extended consulting
engagements with early-stage IT firms, building permanent
marketing and bus-dev departments.
3/98 - 2/00 Atrion International, Inc., Reston, VA
Vice President, Marketing & Strategy
Atrion is a leading provider of import/export regulatory
compliance management software. The former president of Numetrix
(see below) brought me over to develop and implement a
hypergrowth strategy for the company. I developed and executed
Atrion's strategic product and marketing plans. Achievements
include:
. Successful creation and communication of a new corporate
vision and market strategy.
. Establishment of market and thought leadership with major
industry analysts, including AMR, Gartner, and Benchmarking
Partners.
. Oversight of product strategy, including development path
and M&A targeting; six acquisitions completed and integrated
in a 15-month period.
. Co-inventor of Compliance Optimization and Event Processing
technologies.
. Development and delivery of training and process tools for
sales/presales staff.
. Implementation of marketing processes in support of major
Atrion stakeholders.
Average deal size grew from $35K to $280K in the first 12
months. In two years, the company grew from a $2M unknown in a
fragmented, immature market to the $12M leader in a rapidly
growing space. Atrion International continues to set the pace
for the rest of the market, and is considered an industry leader
in delivering enterprise software for global regulatory
compliance.
12/96 - 3/98 Numetrix, Inc., Toronto, ON
Director of Marketing
Originally hired as Presales Consulting Manager for this $35M
supply chain software vendor, my official role was "player-
coach" for presales in the Northeast region. I managed a team of
five presales consultants, and coordinated their efforts with
the district sales managers in the region.
In April '97 I was promoted to National Presales Manager, and my
responsibilities broadened to include:
. Competitive training company-wide for new sales, presales,
and telemarketing hires.
. Development of sales/presales tools including competitive
matrices, positioning/trapping documents, "canned" video,
and Screencam presentations.
. Direct sales efforts to strategic accounts including GE
Plastics, Dow Chemical, and Michelin, leading to several
high-profile closes.
. Presentations to industry analysts such as AMR and
Benchmarking Partners, speaking engagements at trade shows
and industry forums, including SAP ASUG and DC/Expo.
. Support of strategic alliances with Big-6 consultants and
other supply chain vendors, including development of co-
marketing strategies and cross-training of consulting staff.
. Co-invention of Constraint-Based Forecasting technology
embedded in Numetrix/3.
. Oversight of pilot implementation of the product suite for a
strategic Fortune 100 prospect.
In August '97 I was promoted to Director of Marketing for the
Americas, managing a 5-person marketing and 10-person telesales
staff. In this new role, I repositioned the product suite and
oversaw a successful market re-launch in October '97, including
rollouts in New York, Atlanta, Chicago, and San Jose. For the
first time in company history, Numetrix had a consistent
corporate message, backed up by 1st-class sales and marketing
materials, lead generation, PR, and advertising plans that all
supported the message. Attempts to position the company for an
IPO were unsuccessful and Numetrix was acquired by JD Edwards
(now Oracle) in June '99.
5/95 - 12/96 Logility Inc., Atlanta, GA
Director of Manufacturing Planning Sales
I was originally hired as Business Development Manager by Stone
& Webster to build the market for their suite of finite
scheduling and planning tools for process manufacturers. I was
responsible for a successful strategic partnership with
Logility, a $30M supply chain software vendor. This included
developing the co-marketing plan, including advertising and
collaterals, training their sales and presales staff, and
providing the direct sales effort leading to a number of high-
profile closes, including Land-O-Lakes and Campbell's Soup.
This six-month effort convinced Logility to pursue the purchase
of the "PSA Group" from Stone & Webster. The purchase was
consummated in March '96.
I accepted the position of Director of Sales with Logility and
my charter was to integrate the newly-dubbed "Manufacturing
Planning" product line into the existing sales and pre-sales
staff, while increasing MP sales. Responsibilities and
accomplishments include:
. Sales "champion" for the MP products within the total
Logility SCM software suite.
. Developed sales/presales tools for the MP product line
including competitive matrices, positioning/trapping
documents, presentations, and demonstration techniques.
. Provided company-wide product and competitive training to
all sales and presales staff.
. Sold internationally to strategic accounts, including Elf
Atochem, Huntsman Chemical, Georgia Pacific, Coca-Cola.
. Made presentations to industry analysts such as AMR,
Gartner, & Benchmarking Partners.
. Grew license revenue 400% in one year from $1.4M to $7M.
Despite these results, I continued to be paid well below the
market rate, so I aggressively pursued and obtained a management
position with Numetrix, a direct competitor.
09/90 - 4/95 NOVA Software Development Corp., Bridgewater, MA
Senior Account Manager
Nova developed and integrated turnkey manufacturing systems for
small (50 to 300-person) make-to-order manufacturers. A typical
sale ranged from $50,000 to $100,000. I was originally assigned
the New England region, and succeeded in meeting my quota of
$500,000 in '91 and '92.
In '93 the Midwest was added to my territory, with a $1M quota
overall. Focusing on Tier 2/Tier 3 manufacturers in the
automotive industry, I exceeded my quota and established a
presence in this critical market.
The company undertook a significant R&D effort in mid-'94 to
update a UNIX-based, "green screen" application to a
client/server system. At the same time, competition among the 25
to 30 players in this market intensified. Late market entry with
a GUI product caused sales to suffer through late '94 and early
'95. That, coupled with the R&D cash drain, resulted in Nova
filing Chapter 7 in May '95.
6/88 - 6/90 Mutronics Marketing Inc., Brockton, MA
Co-founder, President
In early '88, the "home office" retail market was heating up in
New England. My partner had been a senior buyer for consumer
electronics at two of the region's largest mass merchants, and
had numerous contacts with vendors in the business. From my
Eastco days, I had buyer contacts at many mass merchants. Our
concept was to provide a secondary supply of PCs, faxes,
personal copiers, telephone systems, and other hardware to major
retailers.
In a small startup, I managed all aspects of the business
including:
. Negotiating and maintaining vendor relations.
. Performing direct sales efforts into major accounts.
. Hiring, training, and managing all sales, admin, and
operations staff.
Within nine months, I had signed all major players in New
England including Staples, Lechmere, and BJ's Wholesale Club.
First-year sales exceeded $5M.
In April '90, despite a strong cash flow and a current account
status, our bank elected to pull our credit line in the heat of
the banking crisis at that time. With zero liquidity and no
prospects for a new line of credit, we decided to conduct an
orderly shutdown.
3/83 - 5/88 The Eastern Company Inc., Westwood, MA
General Manager, Systems Division
"Eastco" was a $200M regional distributor of consumer
electronics and white goods. I was hired as Sales Manager to
start a new division selling PCs and peripherals. I managed all
aspects of starting and building the division including:
. Negotiating and maintaining vendor relations.
. Performing direct sales efforts into major accounts & OEMs.
. Hiring, training, and managing a 12-person sales/pre-sales
staff.
. All marketing activities, i.e. trade advertising, direct
mail, trade shows.
. Strategic product and market development.
After floundering for the first year as a general distributor of
hardware, I focused on PC-based CAD/CAM and imaging systems. We
pioneered the market in the Northeast, providing integration
services for a network of resellers in the channel. Our second
year was profitable with gross sales exceeding $3 million.
In September '85, I was promoted to Director and given P&L
responsibility. To expand the business, I started the
Communications Group within my division, which specialized in
broadband network hardware and VSAT (very small aperture
transmission) bidirectional satellite communications systems for
commercial applications.
In November '87, I was promoted to General Manager of my
division and became 1 of only 12 employee stockholders, youngest
in company history. The division continued to be profitable,
running at a $9 million clip. In May '88, an opportunity arose
to start my own business.
11/81 - 2/83 Ann & Hope Inc., Cumberland, RI
Sales Representative
Ann & Hope was a 6-store mass merchant retailer. Hired on
commission as Christmas help in their new computer department, I
was the #1 salesman in the chain in December '81 and asked to
stay on. In April '82 I instituted a computer literacy course
for customers. I was also frequently called upon to evaluate
future products and train other salespeople throughout the
chain.
Education
9/77 - 6/81 Harvard University, Bachelor of Arts Degree, Music Composition
Outside my major, I took extensive coursework in economics and
applied mathematics. I achieved Dean's List sophomore through
senior years, and received a Bachelor of Arts degree in June
1981.
Personal Mary and I have been married for twenty-eight years. Our 27-
year-old son Jason has a BA in linguistics, a master's degree in
history, and is currently pursuing a doctorate in history at
Saint Louis University. Our daughter Allison, 25, lives in
Boston and works with emotionally troubled children. She has BS
degrees in psychology and sociology is pursuing a master's
degree in psychology.
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