1. My Roles & Responsibilities 10/15/07 – 1/31/11
Sales Engineering Management & SE
Technical Account Management
Manage Relationships with customers
Marketing: Supporting Role to Karen & Penny
Speaking & Evangelizing Over the Years 10 plus per year
Sales power points, Demo dev, training
Conferences
Strategic Products, Services, Concepts
Tip of the spear
F2F with more customers
Sales Engineer & Professional Services Analyst:
Active Defense Installer (implementer)
POC Implementer
Trainer
What Ever Is Needed

2. HBGary Org Chart 1/1/2011 President VP of Sales Sales People
VP of Services
PSD
Analysts
CTO
Sales Engineers
Bob
Joe
Marketing
Office Manager
CEO
Director Engineering
Tech Support QA

3. Typical Software Org Chart
CEO
President
Office Manager
VP of Sales
Sales People
Sales Engineers
CTO
Dir Engineering
Engineering Mgr
Tech Support QA
VP of Services
Services
Analysts
VP Marketing
Marketing Dir
Event Coordinator
CFO
Legal
CIO/CSO
IT Dir

4. Org Chart CEO President Office Manager VP of Sales Sales People
Sales Engineers
VP of Services
PSD
Analysts
CTO/
VP Marketing
Marketing Dir
Dir Engineering
Engineering Mgr
Tech Support QA

5. Gaps At HBGary Technical Marketing Executive
Currently no on creates a Package from HQ with Gospel to follow
We should have “Go To Market Package” for Every Product
PR Campaign blah
Advertising plan
Web site update plan
Sales Collateral plan
SE Demonstration Package
Video’s
Training Updates
Partner Package

6. Gaps Continued: SE Team
VP of Sales Should Own this part of the business period.
Based on my experience the Hybrid Model is a proven failure; due to the fact that SE’s are coin operated and motivated to sell for the commission. Services guys are not wired that way and therefore do not put in the extra effort required to always “get the sale”
Let’s face it, our customers need lots of hand holding. Technical Account management is just as important to continued success at any customer; to get the follow on revenue stream and the references you must have this and it requires good people. I usually call my customers every 2 weeks or so to make sure they are running the latest and greatest and know all of the tricks of the software. This can be the difference between a reference customer and our software becoming shelfware with no renewal….
SE’s should be managed to this objective of ensuring the customer is happy at least 2x per month via phone or f2f visit. This should be tracked by sales VP.
this is vital to long term relationship building between the customer and HBGary employees. This is a proven winner every time.

7. Formal Partner Program – Huge Gap
Create HBGary Package for Channel & Partners
Product Data Sheets
Presentations on solutions
Demonstration Software for SE’s
Train the partners sales people
Goal is scalability & predictable quality from representatives
Teach Everyone How to be an HBGary Soldier
Create Road Show
-> Travel to major cities, countries
Build relationships

8. Marketing Events-Gap Monthly HBGary Users Group Meetings
Key Markets like Federal
SE’s present new trends
Customers present how they are using the software to solve specific problems
Customers and partners attend
This builds lots of momentum quickly

9. Working Smarter Not Harder
More Social Media
More Videos
More Blogs
More Evangelizing

10. Critical Parts of HBGary
Engineering
Sales
Ideally all “engines” would be running near 85% - 100%. Low Areas need attention or will impact growth and not make forecasted earnings
SE Team Gap
Technical Marketing Gap
Product Training
Professional Services & Managed Services
Product Tech Support
Operations 1 25
Health & Optimal Performance 75
100