JT Pedersen has developed expert perspectives by working across all aspects of the software industry, serving a range of customers with unique needs.
Software Product Owner
Business Process Outsourcing
SourceHOV (formerly HOV Services)
documentDNA ™ product organization had been without a product manager for two years. Revenues were down. Morale was suffering. No clear direction existed.
As P&L head for the documentDNA™ portfolio (data warehousing, business intelligence solution, vendor portal), JT rebuilt the organization from the ground up. He fostered a new team identity, reestablished branding, marketing, and rejuvenated Sales’ enthusiasm for the product offerings.
JT led the team to realize 16% revenue growth year over year, with a 4% increase in operational expense.
Amidst the turmoil of an acquisition, consolidation, and multiple reorganizations, along with preparation to be acquired a second time inside 18 months, was still able to lead the team to realize nearly 10% revenue growth the following year.
Joint Venture Assessment
Power Transmission, Distribution, & Switch Gear
ABB – Joint Venture Assessment
A large global conglomerate, ABB (www.abb.com), approached Autodesk (www.autodesk.) with a joint venture proposal. JT was asked to lead the 13 month process to assess the proposal and report back with recommendations to senior management.
The process required developing intimate knowledge of the conglomerate’s business processes; the disparate technical tools currently being applied; and, defining the desired outcome.
Leading the Autodesk contingent, JT facilitated communication with executive interests and led formation of the final recommendations.
Leading the joint ABB|Autodesk executive-level briefing, he presented observations, findings, justifications, and formal recommendation.
General Motors Corporation
In response to degrading productivity concerns using one of our key products, General Motors presented an ultimatum: Deliver both tactical and strategic solutions within 6 weeks, or we will abandon your product.
JT formed a 40-person crisis management team to create a formal response. The solution entailed technical analysis; business case development; negotiating senior management commitment to new strategic directions; and successful presentation to the customer’s senior management.
Customer satisfaction resulting in acceleration of an 18-month deployment, into the current fiscal year, worth $1,800,000.
Business Processes & Implementation Management
Having acquired ~1,200 new software licenses, NAV CANADA was unable to successfully deploy the software. NAV CANADA, Canada’s air traffic control organization was considering returning the software.
Working with NC’s IT team, Director of IT, and other concerned parties, JT assessed the problem to have 3 core challenges: Security concerns; Enterprise Deployment; and, License Consolidation failures.
To guarantee customer satisfaction, JT directly led the customer’s pilot program. Success required licensing database improvements; new deployment technology training; and, internalizing license management mitigating security concerns.
NAV CANADA reversed its desire to return product worth $2,700,000.
New Product Development
Processing over 1,000,000 invoice documents monthly, Home Depot’s Accounts Payable departments were struggling with lost vendor invoices. This resulted increased support concerns, vendor satisfaction issues, and higher business costs.
Following customer visits, JT (as P&L product manager) worked with his teams (Development, Operations, and Program Management) to develop a broad-market solution based on Home Depot’s needs.
A vendor-portal was developed enabling vendors to directly input their invoices to the Home Depot AP systems manually, in batch mode, or via automation depending on individual vendor transaction volumes.
RFI/RFP Process Management
Automotive Parts Distribution
Boss Products USA
Boss Products USA, an automotive parts supplier, was seeking to expand sales of its transmission fluid filters. To support increased sales an ecommerce implementation for its website was sought. 321 Ignite’s JT Pedersen was requested to help.
JT worked with Pete Raciti, CEO, to determine Boss Products USA requirements. He then managed the RFP (request for proposals) process, guided evaluation of responses, and ecommerce vendor selection.
Software Licensing Models
Ford Motor Company
Software license model inflexibility posed an impediment to closing a global contract with a Fortune 100 business.
This major automotive OEM needed to upgrade thousands of engineering design software licenses across its global enterprise. JT was a key driver in the contract negotiations, design, testing, and implementation of Autodesk’s first Global Network User License model.
This successful business model was instrumental in growing revenue, within this one account, more than 4X in the following 3 years.