How the rise of SaaS relates to SOX, SAS 70 and your legal contracts

by Amanda Finch

Journyx

Amanda Finch is a software industry veteran and a leading expert in alliance strategy. Ms. Finch is the Director of Strategic Alliances at Journyx, the first company to provide Web-based time-tracking, project accounting and resource management solutions that guide customers to per-person, per-project profitability. Ms. Finch is also CEO of ADV Group, a consulting firm that helps software companies manage alliance portfolios to deliver real competitive advantage. Ms. Finch has worked with larger companies such as IBM, NEC, and Vignette, as well as a broad range of startups. As a Certified Project Manager, she has authored numerous articles on project and program management for online and print publications. She has also contributed to law journals and other publications on the topic of regulatory compliance for software-service providers and consumers.

The growing popularity of Software-as-a-Service (SaaS) is having a significant impact on data security and regulations compliance. Most companies are concerned—and rightly so—about the legal and security issues raised when company data is located outside their firewall. This article will explain:

Topics: Featured, Legal, Articles

The goal: To be a credible vendor/supplier at the time of purchase consideration

by Mike Romanie

FUEL Marketing and Sales

Michael is a hands-on Executive with more than 25 years experience profitably driving marketing, branding, sales, and operations for public and private companies ranging from start-ups and turn-arounds to divisions of multi-billion dollar multi-national entities. Michael’s career milestones include executive teams; raising more than $75 million from public and private sources, producing 2 IPOS (NASDAQ), being an officer of two Publicly traded companies and a divisional executive of three multi-national and two multi-billion dollar companies. Michael has managed operations with full P&L responsibility and has recruited and managed teams from start-up to more than 350 employees with national and international staff, highlights include; • At a technology products and services company reversed an operating loss and posted profits at 300% above plan within one year of accepting P&L. • Chief Marketing and Sales Officer for an imbedded microprocessor company securing 180 design-in’s with major companies including Nortel, IBM, Lucent and others. Lead the Recruitment of U.S. and Canadian Independent Sales representatives (70+), and 15 Design Support Development Partners, to rapidly gain market presence and design support. • Virtual Marketing and Sales Officer for a consumer software company: Increased revenue from $1.3MM to over $6.1M in less than 18 months. Closed key retailers including; QVC, BigLots!, Penney’s, Bed Bath & Beyond, TJX, Walgreens.com, The Shopping Channel (Canada) and others. Co-Managed multi-national Independent Rep. Firm covering accounts including; Costco, SAM’s Club, BJ’s, Target, Office Max, Office Depot, Best Buy and others. Developed Australian distributing accounting for 15% of annual revenue.

Start-ups do not have a Brand or reputation and while immediate sales are critical, long term success hinges upon your ability to become a creditable vendor/supplier at the time of purchase consideration. Simply stated; “Will the buyer seriously consider us and our products or services when they need to buy”.

Topics: Sales, Featured, Blog Posts, Marketing

Leadership lessons from Iron Man 2

by Karen McGraw

Cognitive Technologies

Dr. Karen L. McGraw is the founder and CEO of Cognitive Technologies www.cognitive-technologies.com, a consulting firm specializing in projects, collaborative processes, and organizational effectiveness. She also leads the company’s strategic consulting, process, and performance improvement engagements for both commercial and government clients. During her 29 years of business experience, Karen has managed numerous human performance and strategic projects for non-profits, call centers, manufacturing facilities, print production, shipping warehouses, medical facilities, IT, telecommunications, financial, pharmaceutical, sales and civilian government agencies. She has conducted extensive human capital analysis research that demonstrated the positive correlation of strong human capital management with the ability to meet goals ranging from student performance, to production goals, safety goals, and revenue targets. She is a co-developer of Performance DNA, the leading methodology for analyzing human performance, the Performance DNA Desktop (software), the Human Capital Capability Scorecard and the EASE change management methodology. Karen has published 5 books and numerous articles, and has been an adjunct faculty member for the University of Texas, Arlington and the University of Maryland. Karen holds a doctorate and master’s degree from Texas Tech University, and a bachelor’s degree from the University of Houston. She is a member of the Women’s Business Enterprise National Council-Southwest (WBENC), Women Impacting Public Policy (WIPP), and Impact Austin, a women’s philanthropic organization. Karen is on Linked in: Karen McGraw and Twitter: @CogTechInc.

This weekend, as pure escape, I went to see Iron Man 2 at my local cinema. I really just wanted to immerse myself in some “techie” gadgets and sci-fi action. Consequently, I was surprised to realize that as the movie played out, I was focusing on leadership and the critical skills leaders need to survive turbulent times. As a woman CEO, I could empathize with Virginia “Pepper” Potts (Gwyneth Paltrow’s character) and her unexpected rise to the CEO position. While she knew a lot about Stark Industries’ history and operations, she had little preparation for leading it. Here are three leadership lessons revealed in the movie that are important to remember during the tough times leaders face in real life.

Topics: Featured, Business Best Practices, Management, Blog Posts, Strategic Planning

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