Siro Terni

Headquarter of Italian Software Company as COO. I manage all aspects of Data Management operations across Italy with full P&L control.

Data Management is a company with around 900 employees distributed on 12 offices across Italy with a yearly revenues of around 90M€ and with an EBITA of 15%. Data Management manage the relationship with more than 2.500 Italian customers and around 90 partners.

Data Management provide integrated solutions to solve issues related to: Human Resources Management, Document Management, ERP, CRM, Billing and Classification of Goods.

The most important market sectors where we operate are: Government (Central, Local and Cultural Institution), Finance (Bank and Insurance), Industry, Utilities and Services.

BUSINESS MODEL
To create this success I used a strategy that recognised the hybrid nature of the business: firstly to separate the channels mix of direct (focus on the major customers) and indirect business; secondly to manage the different nature of the repeat business versus the new business ventures.
• Mix of direct and indirect business. The indirect territory is characterized by customers who have small size (generally PMI market segment) where local sales cycles can be run; whereas the direct territory are not only characterized by non-standard relationship but different business approach.
• “repeat” versus “new” business ventures. Different strategies have been required for the second aspect of the hybrid nature of the business: the “repeat” business versus the new business ventures. I capitalized on the “cash cow” business with existing customers, securing the annual maintenance revenue stream, professional services programs and yielding add-on business.

SOLUTIONS
We face a challenging environment. But while some organizations struggle to survive, others will emerge even stronger. Data Management can help the customers come out on top.
• Profit and Cash Optimization.
• Driving Growth.
• Operational Excellence.

MAJOR ACHIEVEMENTS:
 Company reorganization ==> re-organized the operations (close some offices, re-allocate resources, etc.), replace part of the sales, pre-sales and marketing people; set up all necessary internal processes to control and improve the pipeline generation.
 Business Control ==> introducing a sophisticated "management contracts" system to be able to measure the profitability of any single project and link this to a very aggressive compensation plan structure (based on the profit of the business delivered).
 Profitably grown ==> the orders achieving an average of more than 20% yearly increase and at the same time increased the bottom line of our P&L of more than 15% yearly.
 Sales Approach ==> introduced a new way to propose our solution to the market established a SaaS methodology.
 Business Model ==> ensured that not only add-on sales to existing customers (recurred revenues) were made but many new name customers (new software sales) were also acquired. Some example: BNL Italian company of BNP Group (bank), INPS (government), Intesa San Paolo (bank), Carrefour (retail), Billing Solutions (utility), H3G (telco), Quirinale (cultural institution), etc.

Headquarter of important French Software company listed at Euronext Stock Exchange as a Vice President EMEA and New Market. As VP EMEA and New Market I managed all aspects of CAST’s operations across Europe and Rest of the World (with the exclusion of North America) with full P&L control. I was responsible for the sales, marketing, professional services and customer support organization (more than 200 people) that manage the relationship with more than 500 customers. I have set up both direct and indirect channels: direct sales territories include France, UK, Germany, Italy, Spain and BeNeLux (in each territory there is a Country Manager that reported directly to me); and indirect channels through specialized partners in Austria, Switzerland, Greece, Turkey, Brazil, Chile, Nordic Region, North Africa and Korea.

The solution (CAST Application Intelligence Platform) proposed help the IT organization to transform enterprise application development processes from an artistic, complex and obscure world to a world easier to understand driven by performance and operational excellence. With the CAST software platform, IT executives have the visibility to measure and improve application technical quality and development team performance:
• Management Visibility introducing factual, balanced and actionable metrics and app intelligence introduces the transparency for management to run system development as a business.
• Application Quality identifying and measuring the business risk related to IT systems, helps IT managers improve end user satisfaction, while driving down maintenance costs over time.
• Team Performance reducing rework, maximizing reuse, providing KPIs for the team, and helping developers learn best practices on the job augments productivity, capability and motivation.

MAJOR ACHIEVEMNTS:
 Company reorganization ==> I have re-organized the EMEA CAST’s operations (close some offices, re-allocate resources, replace the 80% of the sales, some pre-sales and marketing people), set up all necessary internal processes to control and improve the pipeline generation, etc.
 Introduced a very aggressive compensation plan structure (based of delivered results).
 Focused the organization in the following sectors: Industry, Government, Utilities (Energy, Telecom and Transportation) and Finance (Bank and Insurance).
 Using a POC (Proof of Concept) methodology we have sold to the new customers on the benefits of a seamless deployment across disparate software platforms (ROI demonstration).
 Profitably grown the revenue achieving an average of 20% yearly increase.
 Ensured also that not only add-on sales to existing customers (recurred revenues) were made but many new name customers (new software sales) were also acquired. Some example: Telefonica (Spain), Deutsche Telekom (Germany), Deutsche Bahn (German railways), CSC and ATOS Origin (UK System Integrator), Iberia (Spain Airways), Telecom Italia (Italy), BNP Paribas (French Bank), Vodafone (Germany), Cegetel (France), AGF (French Insurance), etc.

Subsidiary of important USA Software company as a South Europe Regional Director. I reported directly to the Senior Vice President EMEA. I was responsible for the direct operations in Italy (Milan and Rome), Iberia (Spain and Portugal) and France and for the distributors in Greece, Turkey and Israel. First activity was to re-organise the structure (hire new people and motivate the existing team) and after find some new distributors. After develop the new market perceptions and improve our market share. At the end find, motivate and manage relationship with important Telecom company (Albacom, Telecom Italia, Vodafone in Italy and France, etc.) to build their E-Business services (Portal, Web Edi, etc.) and to sell it on the market.

We sold the following solutions composed on products and services in Mainframe and Client/Server architecture:
• E-Business Integration Solutions (from EAI to BPM)
• Supply Chain Management (from EDI to B2Bi)
• E-Community Management (Network Management)

The sectors of market in which we operate are: Industry, Governments, Telecom, Utilities and Finance.

MAJOR ACHIEVEMNTS:
 Company reorganisation.
 Increased regional New Software Sales achieving an average of 28% growing per year.
 Manage Sales (direct and distributor), Consulting and Marketing organisation.
 Implemented training course for new recruits.
 Speeding profitability.

Subsidiary of important USA Software company as a Managing Director. I reported directly to the Vice President EMEA. I was also member of the European Management Team. I was responsible for the Italian, Spanish and French market (4 offices organization: Paris, Milan, Rome, and Madrid). I had the full P&L responsibility managing Marketing department (Operative and Strategic) and Consultant department (Project Management, Training, Hot-line, etc.). The customers target was the Top 500 Companies in the territory.

We sold solutions that support the “C” level people into the customers organization to take decision on:
• Management Reporting
• Statutory Consolidation
• Budgeting & Forecasting
• Product Profitability

MAJOR ACHIEVEMNTS:
 Create from scratch the organization.
 Increased sales from $0 million to $9.5 million.
 Hired and managed 45 people.
 Implemented Solution Selling training course for new recruits.
 Signed 6 new partners (consultant company and system integrator) agreement.

Subsidiary of GSI (General de Service Informatique) important French IT service company as a Business Unit Director. I reported directly to the International Vice President Business Unit (Employer Services Resources). The sectors of market in which we operate were: Medium Industry (from $100 million to $700 million), Banks and Insurance.

ADP offers a broad spectrum of technology-based outsourcing solutions through our four largest businesses:
• Employer Services: Comprehensive HR, payroll and benefits administration solutions.
• Brokerage Services: Securities processing and investor communication services.
• Dealers Services: Computing solutions for auto/truck dealers and manufacturers
• Claims Services: Auto repair estimating and claims processing solutions

MAJOR ACHIEVEMNTS:
 Increase people from 18 to 50.
 Pay the debt toward to headquarter.
 Speeding profitability.
 BRP projects.

Subsidiary of important US Business Consultant company as a Senior Consultant into ERP and CPM arena.

MAJOR ACHIEVEMNTS:
 Business relationship.
 Project Management.
 Manage 6 complex finance projects for Pirelli Group one of the major Italian industrial group.

Subsidiary of important US Human Resource Consultant company as a Consultant.

MAJOR ACHIEVEMNTS:
 Professional Training.
 Learned and applied a sophisticated HR methodology.
 Team work.
 Managed the evaluation of one of the most important Italian Group