Bill Peterson
Austin, Texas ▪ 512-797-5690 ▪ wtp3@yahoo.com
VP of Marketing ▪ VP of Strategy
VP of Business Development ▪ Consultant ▪ M&A
Experienced marketing strategist with a passion for helping companies understand and exploit opportunities for growth.
Unique ability to create simplifying frameworks for complex markets, enabling confident data-driven strategy decisions.
Proven skills in market segmentation, research, messaging, sales models, partnering strategies, and other elements of effective go-to-market strategies.
Extensive experience in business development and M&A for software, healthcare, consumer products, and other industries.
PROFESSIONAL EXPERIENCE
Kinnser Software, Inc. 2011 – 2014
Software for Healthcare IT Market
VP of Strategy
Led corporate strategy efforts resulting in #1 market share position in home health electronic health record market
Crafted wallet share expansion opportunities; created reseller agreements with three industry partners
Crafted market entry strategies for adjacent market opportunities (hospice and private duty)
Led 3 M&A efforts, including target identification, deal structuring, diligence, integration
Defined plan to monetize corporate data with big data analytics
Advised CEO and management team on product strategy, pricing, sales, and other functions
University of Texas at Austin 2008 – current
McCombs School of Business
Lecturer and Lead Instructor
Teach 2 marketing and strategy classes per semester to MBA and undergraduate students Developed “Management Consulting” course for undergraduates
Qavah Ventures, LLC 2008 – 2011
Private Equity and Strategic Management Consulting
Partner
Alamo Drafthouse (Houston locations) – minority investment; acting CMO; generated 5,700 new customer trials and 14% revenue increase in year 1
Hewlett-Packard – developed partnering strategy for healthcare markets
State Highway 130 (privately-owned tollroad) – targeting strategy and demand generation plan to drive 6,400 passenger vehicles per day in year 1
2011 2014 $11M $35M Recurring Revenue 800 >2,000 Customers 1 3 Products/ Markets
Peterson Strategy Group, Inc. 2002 – 2008
Marketing and Strategy Consultation
Founder and President
Kaiser Permanente – developed electronic health record implementation strategy; architected strategy to reduce office visits and drive patients to web-based interactions
TechTurn – acting CMO; directed re-branding efforts; implemented online sales strategy American Power Conversion – developed strategy to select and penetrate adjacent markets Aspyr Software – targeting and positioning strategy for two new consumer products
Dell Computer Corporation 1997 – 2002
Senior Director of Product Marketing
Developed portfolio of products to 4x service revenue
Planned and implemented entries into the consumer, Japan and China markets Built business model and go-to-market strategy for the first sub-$1000 PC
Artisoft, Inc. 1995 – 1997
Networking and Telephony Software
VP of Worldwide Marketing
Architected channel program strategy and global expansion Integrated three acquired companies
Compaq Computer Corporation 1988 – 1995
Director of Marketing; Product Manager
Selected by CEO to work with McKinsey to build 4-year corporate strategy Complete P&L responsibility for notebook products
Managed North American pricing for all product lines
IBM Corporation 1984 – 1988
Sales Representative
Prepared and sold financial analysis to American Airlines resulting in over 20,000 PC installations
Selected as the “Outstanding Student” and elected Class President in sales training class Exceeded quota assignment every year
EDUCATION
Southern Methodist University 1983 – 1984
MBA in Marketing
University of Texas at Austin 1979 – 1983
Kinnser: from 2011: 1 HER product, 1 target market, no upsells, $10M organic revenue to 2014: 3 HER products, multiple markets , upsells, $35M organic revenue; multiple customer segments
1983-1984 Southern Methodist University. MBA in Marketing.
1979-1983 University of Texas at Austin. BS in Mechanical Engineering.
Market Characterization: for new businesses, or those contemplating significant market or product expansions, PSG projects include:
Market definition and segmentation
Customer criteria & assessment of value proposition fit Competitive analysis
Target market selection and overall opportunity sizing
Tactical Strategy Assistance: to optimize performance within a chosen market, PSG assists clients with more "tactical" strategic issues, including:
Product definition Channel strategy Pricing strategy Sales force design
Customer acceptance validation
Financial modeling of business alternatives
Existing Market Optimization: for organizations with established markets, PSG helps to optimize the value of these markets through projects that include:
Valuation and prioritization of current customers
Assessment of current sales coverage and effectiveness
Resulting sales strategies (targeting, coverage, compensation, tactics) “Drive for 25”: Dell’s initiative to double
services sales (to 25% of corporate revenue). Included characterization of the $280B US IT services market, target market selection, definition of required new capabilities (including partner strategy), complete financial modeling, and complete planning of the changes required in Dell’s sales models and culture.
• Dell Japan Strategy: Complete business strategy for Dell’s entry into the #2 computer market in the world. Included market segmentization and targeting, product planning, and strategies for sourcing, branding, marcom, pricing, sales and partnering. Dell is now the #5 PC vendor in Japan, and since 2000 shipments in Japan have grown at
14x the market rate.
• Project Compaq '96. With McKinsey & Company, developed the 4-year strategic plan and organization structure to propel Compaq towards its goal of number 1 PC company 1996. Implementation of the plan led
Compaq to the number one position one full year ahead of the goal.
• Compaq Repositioning. Lead Compaq's North American rollout of the ProLinea, Contura, and other products on June 15, 1992, called "the most significant announcement in the PC industry in five years" by industry analysts. Championed strategy for positioning, press relations, advertising strategy, pricing, distribution and most other aspects of this corporate repositioning.
• Sub-$1000 PC: Plan for Dell to enter the sub-$1,000 PC market without adverse cannibalization of the lucrative high-end market. Strategies included product requirements, make-vs-buy, positioning and branding, and sales strategy. This low-cost PC strategy was a key driver of Dell's explosive growth in the home PC market.
