With the proliferation of personal computers and networking solutions, ENTEX was a billion dollar business poised to become a leader in this industry sector. However, the company’s current operating model threatened to limit growth as it was structured and managed as a local/regional provider.
I was transitioned from the VP of Regional Services to VP of the National Pursuit Team where my role was to transform the company from a hardware and services company to a services-only company, and grow the organization to compete on a national scale by becoming a national services company (rather than a regional services company).
At the same time, we wanted to structure the company to eventually sell the business as a single provider and we needed a national model to deliver on that goal. I was part of the leadership team involved with both of those initiatives.
Vice President of National Pursuit Team
I was responsible for sales, solution design and operational delivery of IT outsourcing deals for North America.
I developed, implemented and managed a strategic plan to create a services-only business that was able to compete nationally to support enterprise accounts on a large scale, reengineering the Services Organization by creating a new structure for a national model. This included:
Responsible for increasing service sales by over 500 percent between 1994-1998. We grew from 35 million to over 200 million in revenue and created over 1,000 new jobs for technical personnel in the professional services and outsourcing services lines of business. In the course of five years, ENTEX grew from 25,000 seats under management to 300,000 seats. We optimized profitability and ultimately sold the company to Siemens.