John Pigott

John Pigott

Summary

Seasoned Executive and Proven Leader with outstanding results achieved in large, midsize and start-up environments.Seeking position of President and COO or Vice President - Worldwide Sales and Marketing.Adept at strategic planning, market positioning, professional services management, enterprise sales management, product marketing and marketing communications.Expert in driving results in turnaround settings and early-stage growth environments.

More than 25 years of progressive leadership and management experience involving:

  • General Management
  • Sales Management
  • Business Strategy / Business Development
  • Marketing

Skills

Skills

Marketing

Lead Generation Brand / Product Marketing Product Management Market Segmentation Market Communications

Business Strategy / Business Development

Entrepreneurship Strategic Business Planning Partnership Development International Development Customer Satisfaction

General Management

Turn-Around Leadership P&L Budget Management Organizational Design / Development Change Management Training and Leadership Development Process / Performance Improvements

Sales Management

Organizational Leadership Key Client Development / Retention Recruiting / Staffing Mentoring and Coaching Performance Management Multimillion-Dollar Negotiations

Work History

Work History
Aug 2006 - Jan 2009

President & GM North America

Complex Event Processing (CEP) Software Company

Vice President Worldwide Sales (2006 to 2008)

President & GM – North America (2008 to 2009)

Business Unit Responsibilities: Sales Management, Business Development, Channel Management., Pre-sales Technical Support, Consulting Services.Total organization size: 14 people.Direct Reports: 5 Regional Sales Directors U.S., 1 inside Sales Representative, 1 Channel Sales Director, 3 Pre-sales Technical, 4 Principal Consultants.

·Faced with challenge of building new customers/revenue stream for innovative cutting-edge complex event processing technology focused on Capital Markets. Led task of identifying market segments, hired/trained sales teams, targeted high-potential segments and signed 6 initial showcase customers within first year.

·Challenged with expanding breadth/reach of sales efforts. Developed and implemented new business alliance program, signed twelve key partners in 180-day period. Resulted in a 50% sustained increase in pipeline sales volumes from $20m to $30m.

·Consistently drove 100%+ year-over-year revenue growth from 2005 at $500k to 2008 at $7m.

·As company expanded, lead strategic initiative to transition from infrastructure software to application frameworks for Market Liquidity Analysis, Real-time Profit & Loss and Order Stream Analysis to help launch the company into the solutions market.Resulted in additional $3m revenue growth in 2nd half of 2008.

Jan 2004 - Mar 2006

Executive Vice President - Field Operations

http://www.missionmode.com/

Critical Communications and Crisis Management Software Start-up Company

Executive Vice President - Field Operations

Business Unit Responsibilities: Sales Management, Business Development, Marketing, Customer Service and Support.Total organization size: 18 people.Direct Reports: 8 Regional Sales Directors across the U.S., 3 inside Sales Representatives, 1 VP of Marketing and 1 Director of Service & Support.

·Faced with challenge of building customers and revenue stream for Start-up Company. Led the task of identifying market segments, hired & trained sales and marketing teams, targeted high-potential segments and signed initial showcase customers within 90 days. Resulted in achieving the 2-year revenue goal.

·As company expanded, needed to address a building concern of providing formal service and support programs to our growing customer base. Within 90 days developed and directed the implementation of support and service organization and programs ensuring that the needs of our customers were met.

·Challenged with expanding the breadth and reach of sales efforts, developed and implemented new business alliance program, signed five key partners in 90-day period. Resulted in a 30% sustained increase in sales volumes.

·Competitive advances drove major segment of the business to price-based commodity.Needed to create market differentiation around unique product capabilities.Directed the analysis, approach and creation of new branding and market messaging campaigns to highlight value-added capabilities. Accomplished over a 30-day period and resulted in a 25% increase in business closure rates.

Oct 1999 - Jan 2003

VP & GM - Americas

http://www.opentv.com/

Vice President & General Manager – Americas (2000-2003)

Americas Business Unit Responsibilities: Sales Management, Business Development, Professional Services Management.Total organization size: 28 people.Direct Reports: 11 Regional Sales Directors across the U.S., plus 1 Professional Services Director.Revenue: $30 Million.

·Faced with the need to fix significant corporate culture clash immediately following strategic corporate merger.In first 60 days, learned new industry, assessed characteristics, buying behaviors and relationship styles.Over next 4-months implemented internal personnel training, “attitude” adjustments, pay-scale changes and role/responsibility assignments to smooth out transition and get sales/services team focused on success and achievement.Resulted in a well functioning team that over-achieved revenue targets over a two-year period.

·Challenge to increase revenue during a flat market cycle.In 4 months established new services organization to capitalize on US cable market needs.Drove 100% increase in services revenues by creating new incremental services revenue stream and successfully closed strategic account wins in the satellite segment with Echostar, DirectTV-Latin America and ExpressVu-Canada, achieving revenue growth targets over a two-year period.

Vice President Worldwide Sales - Spyglass, Inc (Acquired by OpenTV) (1999-2000)

Worldwide Responsibilities: Sales and Professional Services Management.Revenue: $40 Million.Total Organization:25 people.Direct Reports:10 Sales Representatives and 2 Professional Services Managers.

·Challenged with task to expand sales and market presence to a global scope.Over a 9-month period, led project to open and staff new offices in Europe and Japan, hired and trained new foreign nationals and increased worldwide sales and service presence.Resulted in multi-million dollar incremental revenue growth and positioned company for merger/buy-out.

Nov 1995 - Oct 1999

Regional Vice President

http://www.cerner.com/public/

Regional Vice President – Western Region

Regional Responsibilities: Sales & Account Management, Professional Services Management, Branch Operations.Revenue: $40 Million.Total Organization:102 people.Direct Reports:2 Regional Sales Managers, 2 Branch Operations Managers and 6 Implementation Services Executives.

·Challenged with fixing worst performing region in the company.Over first 100-days, assessed existing teams, developed recovery plans, gained buy-in and implemented multi-faceted plan for business turnaround.Over the following two years, resulted in a complete turnaround from worst to best region in the company achieving a 700% increase in revenue, a 30-point increase in project profitability and a 22-point improvement in customer satisfaction rating.Maintained over-achievement for subsequent two-year period.Awarded Cerner’s Region of the Year in 1998.

Feb 1979 - Oct 1995

Business Unit Executive - Healthcare Solutions

IBM Corp

Western Area Executive - Healthcare Solutions

Regional Responsibilities: Sales & Account Management, Professional Services Management.Revenue: $200 Million.Total Organization:110 people.Direct Reports:5 Regional Sales Managers, 4 Technical Specialist Managers and 5 Services Managers.

·Faced with the leadership task of merging 6 independent geographic regions in the western US into a single Healthcare Industry sector organization, I led the organizational transformation and created a new high performance group segmented into large, key account focus and new business focus. The organization never missed a beat during this critical transformation.I grew the overall Healthcare sector revenue from $125m in 1993 to $200m in 1995.Drove key wins with Kaiser Permanente, Blue Shield of California and Sutter Health System.Implemented a new business growth plan through key third party application solution providers focused on small & medium hospitals and physician practices.The new business sector grew from $20m in 1993 to $45m in 1995.

Prior IBM roles:

Healthcare Industry Executive, California

Account Executive for Stanford University

Regional Manager, Software Business Unit

Sales Manager

Regional Sales Support Representative

Sales Representative

Education

Education