Nelson Bright


Are you expanding your program management team and need someone with an excellent track record of delivering products to the channels on time and on specification?  Is your current program management organization in need of improvements?  If so, I believe I could help.I am currently located in Israel managing the Product and Delivery organization for a VC funded company that develops business management software for the print industry. The CEO requested I re-locate for a 24-month assignment to improve the company’s program management organization. My assignment will end shortly and I’m planning to move back to the USA.Prior to joining Press-sense, I was Xerox Production Division’s Workflow Strategy Manager. In this role, I directed the business and technology strategy for an $85m R&D digital production workflow portfolio.  We have successfully launched 6 new workflow products, moved our product line to a common software platform and open standards, implemented 3 SDKs and completed strategic agreements with 4 companies. We achieved these deliverables on schedule, while consolidating our product line and reducing R&D spending by $8m.I have also held senior management positions in technology strategy & planning, program management and systems engineering on major product programs that were delivered on schedule and were successful in the marketplace.If you have a need, I could do an excellent job for you. My resume follows.

Work History

Work History
Feb 2006 - Present

VP Product and Delivery


I re-located to Israel for a 24-month assignment at the request of the CEO. The company had experienced significant delivery and partner relationship issues with their two existing OEM partners (Xerox and Oce) and was about to signed a third OEM agreement with HP. The issues were so significant; the OEM partners were considering leaving the partnership or changing the terms of the OEM contract. The company was also facing a major revenue problem because products were being delivered up to 10 months late from their projected launch date.

My initial role was to manage the OEM partners, and mentor the operations staff on required operational improvements.  However, after 9 months into the assignment, it become clear to CEO the existing staff assignments had to be changed. The CEO restructured the organization and assigned the Product Management and Delivery teams to me. With a staff of 5 direct reports and 15 engineers, I am responsible for managing the product planning, definition, delivery and account relationship for large Global partners who OEM the Press-sense product portfolio.

Once taking the assignment, I immediately corrected staffing issues in the documentation/training center, quality assurance team and product delivery managers. Three new managers were brought in along with 5 engineers who had more experience in their discipline. We also downsized the team by 25%.  Phased delivery program management standards and metrics were implemented.  It became apparent that several product offerings in the version could not be delivered in 2008.  With the support of the CEO and Sales team, we prioritized the portfolio and established a series of product releases over a six month period that maximized our revenue and were accepted by our OEM partners.

Our delivery track record has improved substantially. We are currently within 2 weeks of each product release milestone and have met the new quality targets.  These are acceptable results given the current organization maturity and can be improved in the next release cycle. Our business relationship with all three global partners has improved, discussions regarding changing the partnership terms have ceased and instead we are expanding our offerings.

Jan 2002 - Jan 2006

Production Workflow Strategy & Architecture Manager

Recruited by the Division President to help implement a production workflow product portfolio. The position reported to the Workflow Business Unit VP/GM, who reported to the Division President. Our division had P&L accountability for a $5.2B production equipment business, of which workflow is an enabler.

With a staff of 4 senior strategy and system engineering managers, I directed the definition of the production workflow business strategy, technology strategy, technology investment priorities and architecture, which includes $85m of direct R&D spending.  Worked closely with the Division Business Strategy Manager to align the workflow investment priorities with the five Lines of Business (LOB).  Workflow is now the lead offering for all the LOB’s.

Problem: Our production division was spending over $85m developing production controllers, workflow products, solutions, professional services and integrating partner products.  The desire was to lead with workflow to enable printer sales in each of the served market segments, which includes large enterprise and graphic communication service providers. While many of the workflow products were very capable, the division lacked an integrated product strategy, system architecture, partnership strategy and product marketing focus. There were overlaps in products, significant gaps in the portfolio, proprietary and closed interfaces, numerous legacy products, and the existing products were poorly positioned, trained and supported in the marketplace.

Actions Taken:  Analyzed production workflow trends in all market segments. Conducted research with industry consultants, which led to the development of a production workflow model. Performed competitive benchmarking and identified Xerox vectors of differentiation and criteria for Xerox developed versus partner supplied products.  Worked with the 5 LOB Business Managers to prioritize the business requirements.  Coordinated the implementation of the technical strategy with the software development teams.

My recommendations to shut down development of duplicate products, and source e-Commerce and Enterprise Document Composition products from strategic partners were accepted.  Established a common Workflow Automation platform strategy based on .net and industry standards, and established open interfaces. Defined software development kit strategy for partner integration.  My team also became active within the industry standards groups. I was on the Boards of CIP4 and PODi.

Worked closely with the Division and Corporate Business Strategy Groups to select strategic workflow partners. Led the team that defined the technical criteria and conducted in-depth technical reviews. Two of the strategic partners were VC funded start-ups, but were selected over other candidates after assessments against business and technology criteria were completed.  I had a lead role in the negotiation of four workflow strategic partnership agreements.

Assisted Product Marketing to define the positioning and branding of the workflow products, which has since been branded FreeFlow.

Result:  The new FreeFlow product line was launched in September 2004. We have launched 6 new workflow products; moved our products line to a common technology platform and open standards; implemented 3 SDKs; completed strategic agreements with 4 companies, with 2 more in the works; and reduced annual R&D spending by $8m. The feedback on FreeFlow product strategy from our customers, the field and industry consultants have been extremely positive.  Finally, I worked with the Xerox Global Services Division to deploy FreeFlow in Xerox Managed Services Sites, and as part of the XGS Professional Services

Oct 1998 - Jan 2002

Production Workflow Strategy & Planning Manager

I was promoted to the position of Strategy and Planning Manager for all client applications, publishing workflow products and digital front-end controllers.  With a staff of 5 project managers and 30 system engineers, I directed the definition of the technology strategy, software platform plans and cross-platform system engineering and integration.  The position reported to the VP/GM for Production Software, who reported to the Division President.  I directed the technology planning for an organization with an R&D budget that was slightly over $100m.

Result:  My recommendations to re-structure the digital front-end controller development plans were accepted. Working with production printing lines of business managers, we re-prioritized the business priorities to enable delivery of a common controller (DocuSP) to each LOB. I proactively encouraged our VP/GM to hire a new DFE product development manager, who had much needed operational skills.  DocuSP is now the common controller for publishing, transaction and color graphic communications.  This has given our division a competitive advantage, and has enabled us to retire three legacy controllers and save over $15m per year.

After the common controller strategy was underway, I turned my attention to our publishing application products. Again, my recommendations to re-align the business priorities and re-structure the delivery organization were accepted.  At my encouragement, a new manager was brought in, and the client and publishing application software development teams were integrated.  This re-alignment enabled us to deliver color-publishing applications on schedule, in time for the launch of our new color production printers. In addition, the consolidation of the products enabled $5m of R&D savings per year.

The re-alignment of the controller and publishing product strategies were key enablers for the development of the production workflow portfolio, which was my next assignment.

1996 - 1998

Technical Program Manager

DocuTech/DocuPrint 65/75/90

After the launch of the DocuTech 6135, I accepted the TPM position for a mid-range product that targeted the print on demand publishing and transaction printing markets.  The program had been underway for a couple of years, but progress had been slow.  The team lacked a controller digital front-end plan; in fact there were two competing options.  The relationship with the print engine development team was not good.  The DFE and Print Engine teams were focused on other priorities. I reported as an individual contributor to the Program Manager, who reported to the VP/GM.  The total product R&D investment was approximately $100m.

Result:  I was able to convince our VP/GM to shift controller plans to the DFE used on DocuTech 6135.  Shortly afterwards, the competing controller was canceled.  I encouraged my Manager and the VP/GM to staff TPM’s in the DFE and Print Engine teams, who were dedicated to our product program.  Assisted my manager in recruiting two highly qualified TPM’s, who have since advanced to higher-level jobs. We ended up beating our launch target date by one month due to a lot of team cooperation.

1993 - 1996

Technical Program Manager


DocuTech 6135

After the launch of the Networked DocuTech 135, I accepted the TPM position for a new class of DocuTech products.  The growth of computing, networking and digital printing technologies in the early 90’s required us to change our digital front-end strategy. In the previous DocuTech version, we developed everything – processor chips, programming language, OS, network protocol, print protocol.  Not only was this inefficient, but our customers insisted that we integrate with their current network and printing applications.

I managed the technical program planning, product requirements, product metrics, system integration testing and system configuration management for the next generation DFE that was developed on a Sun SPARC platform, and supported industry standard networking and printing protocols.  My direct team consisted of 4 project managers and 18 engineers.

This program turned into a major under taking since we now had to replace the print on demand software functionality that took 10 years to develop on the initial DocuTech product.  Our new Division President mandated an 18-month launch schedule and a content plan that could not be completed in the allocated time.  Needless to say, even with heroic efforts, our team could not meet these unrealistic tops down targets.

Experiencing my first, and only, exception review and re-plan was a tough situation, but it taught me valuable lessons that I used several times on future projects.  Our senior leadership team took the advice of outside consultants, who recommended that the product team be allowed to derive our plans.  I and three of my peers, led the efforts to streamline the organization structure; improve the requirements, design, development planning and integration test processes; re-prioritize the content; and develop a bottoms-up technical plan. We launched the first product version on the new schedule date of October 1996.  This DFE has since become the common controller for the entire production division.

1990 - 1993

System Integration Manager


DocuTech 135

I was responsible for managing the system integration and delivery of the first networked version of DocuTech 135. This was a large-scale integration effort. My direct team consisted of 5 project managers, 50 engineers and 45 technicians.  In addition, I had dotted line integration responsibility over the controller, print engine and scanner software development teams.  The networked version of DocuTech required a PC server to handle the network connectivity and Postscript and PCL print de-composition. I picked up responsibility for integrating the new network server. In this role, I improved the integration planning, implemented software quality growth metrics, staffed a 3rd level technical support team and enhanced the integration test procedures.

The networked version of DocuTech was delivered on schedule, and we improved the software quality over the initial DocuTech 135 product while delivering a more complex product offering.

1982 - 1990

Systems Engineering Manager


DocuTech 135

This was my first management assignment.  My team consisted of two unit managers and 14 engineers. The DocuTech 135 was the first digital production device developed by Xerox. My assignment was to develop the diagnostic strategy, architecture and systems requirements for the controller, scanner and print engine.  My team also developed the diagnostic user interface and documentation

1971 - 1982

Prior Assignments


I started my career at Xerox as a Customer Service Engineer in Hampton, VA.  I moved to Rochester, NY in 1974 to complete my under graduate degree and to advance my career.  I advanced from a Research Technician to a Service Documentation and Training Curriculum Analyst in 1976. I advanced to a Service Strategy and Planning Manager in 1979 and received two promotions while in this position until moving to the DocuTech 135 program in 1982.


1979 - 1983


1975 - 1977