Mark Gorham

Mark Gorham

Work History

Work History
2005 - 2009

President

Global Portfolio Advisors

International firm offering back-office distribution/processing services for retail wealth management/mutual fund companies. Previous subsidiary of and established by founder of LPL Financial, the largest independent broker/dealer in the United States.

Responsible for strategy for European and Japanese subsidiaries, expansion into India and China markets, and management of corporate information technology.

  • Worked extensively with regulators, distributors and banks in India and China to promote, structure leadership, choose software/systems/services vendors, and culturally align planned new subsidiaries.
  • Won WHOFE (Wholly Owned Foreign Enterprise) service provider in China, but put India/China initiative on hold after world wide financial market crisis.
2001 - 2004

Vice President and General Manager, Open VMS Systems

Hewlett Packard Corporation

Global technology leader offering consumers and businesses printing, personal computing, software and IT infrastructure products and services.

With the Compaq-HP merger, took over strategic/operations leadership of high-end systems business begun at Digital Equipment. Oversaw 600 employees in $4 billion business with pre-tax profit of $500 million, 100-plus software products serving major mission-critical businesses.

  • Met or exceeded product road map delivery, quality, revenue, expenses and margin goals every quarter.
  • Led team through major architectural chip change, 3 year, $50 million project delivered on time and within budget.
  • Played key role in system architectural discussions, major strategic sales initiatives, vendor negotiations (Microsoft, Oracle, Sybase), and issue resolution with hundreds of customers on four continents.
  • Recruited in 2003-2004 for special corporate “war room” initiative that resolved cross-organization issues to drive efficiency, improve value chain communication, eliminate supply chain conflicts, funnel tactical investment to critical areas, and align sales compensation with growth strategy.
1999 - 2000

Worldwide Operations Manager; Chief of Staff, Customer Services

Compaq Computer Corporation

One of the world’s largest personal computer manufacturers until its merger with Hewlett Packard in 2001.

With Digital Equipment-Compaq merger, joined 65,000 person global customer service organization, moving from Chief of Staff to Worldwide Operations Manager; responsible for call center, break/fix support, and pre and post sales consulting in over 125 countries.

  • Co-led merger and improvement of services supply chain.
  • Achieved hundred of millions in savings through shift from costly senior technical support model to tiered system through the transfer of knowledge to Web self-service and new call center service tools.
  • Sponsored Six Sigma-based training to drive knowledge and process improvement through organization; led development program to identify, train and recognize top managers.
1992 - 1998

Director, Product Management and Marketing, Open VMS Systems

Digital Equipment Corporation

Pioneering company whose mini-computers were a mainstay in the engineering and scientific communities until its merger with Compaq in 1998.

Responsible for strategy, licensing, pricing, marketing, customer engagement, sales training and support for DEC’s industry-standard business-critical operating system software and services.

  • Campaigned for and developed 150-person field team of technical experts, driving deep knowledge into pre- and post-sales efforts, while improving product road map planning and customer support.
  • Advised DEC leadership on sales strategy, including highly profitable new adjunct support business.
  • Drove 90% manufacturing cost reduction through shift to online documentation and new cost controls.
  • Helped create new business-critical services and trained engineers to add their expertise to service delivery.
1987 - 1991

Product Manager, Open VMS Systems

Digital Equipment Corporation

Won management position in DEC’s most dynamic, engineering-based division. Worked with engineers and customers on product development of high-end, business-critical operating system software and services.

  • Successfully championed shift in DEC engineering/business culture by creating programs to engage customers, sales team and distributors; incorporated their product requirements into development process.
  • Pioneered development programs that improved sales cycle times, solution delivery and customer satisfaction.
  • Revamped licensing and pricing to improve customer compliance and provide more flexibility.
1981 - 1987

Controller, Software Products Group, Corporate Sales

Digital Equipment Corporation

Responsible for worldwide financial management of Digital’s software business, including P&L and balance sheet forecasting, budgets, product lead time decisions, risk management, and supply chain improvements.

  • Improved accounting standards compliance; streamlined revenue recognition process; managed major IT conversion; tightened contract process with independent software vendors.
1977 - 1979

Currency Trader

Allied Bank International

Served as Euro Currency Trader for boutique international banking consortium.

Education

Education
1981

Masters of Business Administration

Harvard Business School
1977

Bachelor of Science

Professional Activities

Board of Directors

LPL Japan, Japan

2005-2008

Board of Directors

Moventum, Luxemburg

2005-2009

Summary

Senior executive with 25 years of experience successfully managing engineering-driven product and service organizations for major multinational companies in the high tech and financial services industries.

  • Proven ability to oversee and collaborate with engineering teams to develop products and get them to market through strategic and operational management of production, marketing, sales and service.
  • Strong leader with experience building and motivating management teams, developing key talent, establishing lines of communication, aligning personal and company goals, and driving organizational change.
  • Value chain architect and improvement specialist, driving efficiencies across organizations, including Six Sigma and ISO 9000 programs to achieve quality, knowledge transfer and cost improvement goals.
  • Sales strategist and hands-on relationship manager with major customers, vendors and partners across four continents.

Objective

A position as general manager, chief operating officer, or senior vice president for a technology company.