It Pays to Spend Time in the North American Sales Team at Oracle
On Tuesday, September 2, 2014, Brian Womack, for Bloomberg, reported a Google announcement of a name change on one of its product lines. “Google Enterprise” became “Google for Work”. The executive quoted in Womack’s article, titled Google Renames Enterprise Unit to Target Growing Market, was Amit Singh, President of Google Enterprise. In this brief report, Singh is quoted as pointing to the market in front of the new product as “one of the big growth opportunities for Google”.
But, in this writer’s opinion, of even more importance than the announcement is the professional background of the announcer, himself, Amit Singh. Readers should note Singh joined Google back in 2010, when he left his position as a Vice President of Sales at Oracle, North America, to become the President of Google Enterprise. A quick review of his public profile on LinkedIn produces more detail about the roles Singh played for Oracle. He was part of the North American sales team, responsible for the Northeast.
So it is safe to assume Singh reported into Keith Block, President of Salesforce.com, when Block held the position of EVP North America for Oracle. Perhaps during his time at Oracle he had some opportunities to work with Judson Althoff, now President of Microsoft, North America, who, from 2002 to 2013 held the position of Senior Vice President at Oracle, Worldwide Alliances, Channels and Embedded sales.
What early stage ISVs should glean from all of this overlapping experience for individuals presently at the top of some prominent lines of business for 3 of the leading mature technology businesses in the United States, today, is the very narrow path, forward, of truly successful sales and marketing talent for the larger business market for software. It is no small fact each of these three executives spent a considerable amount of time in management positions at Oracle.
A successful experience set marketing and selling software solutions to these businesses is very distinct from a similarly successful experience set selling to SMBs, or to consumers. The present positions of each of these three individuals is a tribute to how well Oracle mastered the processes required to attain the position it has held as a premier supplier of software to these markets.
If a business model requires the type of sales and marketing expertise possessed by Messrs Singh, Block and Althoff, then limiting the scope of applicants to Oracle, SAP, EMC, and, perhaps, IBM may make the most sense. The best way of digging deeply into the backgrounds and personalities at hand, of course, would be retained search.
Ira Michael Blonder
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