Dave King Bio

Dave King is an experienced executive who has built his career through positions with US and Canadian based companies. He has a mix of large company, entrepreneurial and early stage company experience covering a variety of domains including systems hardware, enterprise software, telecommunications, internet delivery and service delivery. He has benefited from the training and environment of Hewlett Packard and has taken the skills developed and implemented the best practices and choice processes in a number of ventures. He has earned a reputation as a sales and market focused executive that gets the job done. He was most recently the President and CEO of MetroBridge Networks.

Dave specializes and has proven talents in the following areas:

Go-To-Market strategies with particular skill in the building, deployment and management of high performing direct sales teams along with partner and channel models.
A leadership style that is both inspiring and infectious ensures that agreed upon goals are achieved.
An approach to Strategic Planning that focuses on alignment of vision, goals, objectives and strategies throughout the organization.
Mergers & Acquisitions experience in both public and private companies having negotiated six strategic acquisitions.
Debt and equity financing in both private and public companies
Operational build-out and restructuring where Key Performance Indicators (KPI’s) and Management by Objective models are the foundation.

Who can benefit from Dave's experience?

Executives that are frustrated with the endless promises of their sales and marketing groups and long for a strategy that they can understand and count on. They often have a desire to establish best practices around management processes that will allow them to take their companies to the next level.

Entrepreneurs & Founders who have come to the realization that they require solid executive talent in order to help them realize their vision.

Angel and Venture Capital investors who want to see a more robust management team to help the venture move to the next step. Often a focus on best practices as the company transitions from start-up to early stage. These groups are also often looking for someone to evaluate current business processes with a view of providing recommendations and solutions in an advisory or consultancy capacity.

Board of Directors looking to add sales and market focused talent as they transition the company from a focus on the technology to a focus on sales. Looking for an inspirational leader that will champion the next level of growth and financing for the company.

Capital Pool Companies requiring assistance with the identification and evaluation of qualifying transactions. There is also often a need for a market focused executive to join the team of the target QT.

Full Resume

MetroBridge Networks Inc.
CEO / COO / VP Sales

2005-2008

MetroBridge provides businesses with internet services through a fixed wireless deployment model operating in both Canada and the United States.

Raised $15 million in equity and debt financing from angels, venture capital and institutional investors.
Completed full prospectus public offering on the TSX-V through the reverse takeover of a capital pool company.
Developed the operations and go-to-market strategies that grew revenues from startup to $4 million through both a direct sales and channel model.
Completed the acquisition of a Phoenix based company and negotiated two binding letters of intent which will result in combined revenues of $12 million in 6 cities.
Re-structured the company executive and board of directors to prepare the company for the next phase of growth.

Advisory and Consulting Services

2002 – 2005 & Present

Jim Pattison Group

Evaluation of Point of Sale System for 21-store chain.
Business Analysis for national media project.
Sales territory and training program for trade division.
Donation and transfer of significant company asset.

Agile Media Group

Re-launch digital scanning line of business
Evaluate and re-structure direct sales processes

Global Direct Inc.

Restructure sales force and customer service groups for $17mm national public company.

Sales Centrix

Develop value added reseller strategy and network.

WYSIWYG Graphics Inc
CEO / Owner

1995-2002

Provider of graphic design, digital prepress and web based solutions to the corporate, graphics arts, advertising and printing community.

Acquired WYSIWYG through debt and vendor take back financing.
Raised $4mm in debt financing & acquired two industry competitors in a consolidation strategy in the local marketplace.
Introduction of industry transforming technologies.
Built brand of this relatively small company to a very recognizable level.
Among the first to introduce Software as a Service model for Digital Asset Management, Print Procurement and on-line collaboration.
Established ISO 9000 based processes and continuous improvement programs.

Sequent Computer Systems
General Manager Western Region

1990 – 1995

Provider of enterprise level symmetrical multiprocessor computer systems and enterprise level software solutions for Fortune 500 corporations.

Established and managed three Western Canadian offices with sales, technical infrastructure, hardware and software support and administration services.
Drove revenue from start-up to $25mm.
Established key alliances with Hitachi Data Systems for support services
Introduced core software technologies to Cuba through a strategic alliance with a key client.
Task force on North America Strategic Account Target program

Hewlett-Packard
Sales Representative / Sales Mgmt.

1985-1990

Provider of enterprise level computer systems, peripheral devices and associated solutions for the commercial business sector. .

Managed sales and support groups for $20mm business systems line of business in BC
Established a new business target program focused on enterprise level organizations in the BC marketplace.
Co-developed and promoted a sales forecasting model
Competitive response to gray market equipment entering the region from the U.S.
Cross-licensing and joint marketing programs between solutions vendors and Value Added Resellers.
Negotiated HP’s first master standing offer with the BC Purchasing Commission
Joint Venture with the BC Purchasing Commission for development and marketing of an Oracle based procurement solution

Education, Special Skills & Memberships:

University of Alberta - Business Administration and Commerce
Extensive International Travel
Miller-Heiman Professional Sales training
Management Development Programs (HP & IBM)
Organizational Alignment and re-structuring
Managing a Sales District & Committee Selling
Profit Improvement Proposal – financial model analysis
ISO 9000 and Total Quality Control (TQC)
Social Styles and Strength Deployment Inventory Personnel Development Models
Kepner Tregoe Large Project Management
Workflow design, evaluation and re-work
Management by Objectives & Hoshin Japanese Management techniques.
Mentor, Telus New Ventures BC

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Go – To – Market Strategies

All of the core Go-to-market strategies have their strengths and their place. Often all will exist in a well developed strategy. It is important to realize which strategy you are employing in order not to confuse the marketplace. For example, a common pitfall is the desire to approach the market with a strategic partnership model yet the strategies and tactics engaged are those of a solution or transaction model.

Transaction	Efficiently meeting customer product or service requirements based on price, performance, availability, and lack of risk criteria.
Solution	Selling and delivering creative solutions to the customer’s business process challenges and opportunities
Adding Value	Collaboration with the customer to identify, size, scope, and execute new approaches to delivering measurable business value
Strategic Partnership	Identifying and pursuing new market-based opportunities that you jointly attack with one or more selected customers.

Strategic Planning Model

Most company leaders acknowledge the importance of a clear vision. These leaders then place the emphasis on developing and articulating the vision and the importance of ‘banding together’ to achieve the promise of the great vision. These same leaders are often frustrated when what they believe is a clear vision is not embraced and followed with business process and models by the executive team and managers mandated with achieving the vision.

The ‘Alignment Strategic Planning Process’ is a model that ensures linkage of the vision with other critical components of the strategic planning process. The result is a roadmap where all stakeholders in the organization are clear on their expected contribution in achieving the overall vision of the enterprise.

The 'Alignment' Strategic Planning Process

Strategies and Actions will include department specific programs, projects and specific activities required to achieve the goals and objectives of that department. A reliance on Key Performance Indicators and Management by Objectives models is a key component to the success of this model.

Leadership Styles

As companies evolve and transition it is important that the leadership style of the executive reflect the current needs of the enterprise. Often, a leader is not aware that a different style might be more effective and if aware are unable to adjust their style.

It is important for the leadership in the company to know what style is required and when. In practice a leader may adopt a combination of the styles but will have a dominant style based on the overall needs of the organization at that time.

Directive Leadership Style

The leader's modus operandi:	Mobilizes people toward a vision.
The style in a phrase:	“Come with me”
Underlying emotional intelligence competencies:	Self-confidence, empathy, change catalyst
When the style works best:	When changes require a new vision or a clear direction is needed – transformation.

Democratic Leadership Style

The leader's modus operandi:	Forges consensus through participation
The style in a phrase:	“What do you think?”
Underlying emotional intelligence competencies:	Collaboration, team leadership, communication
When the style works best:	To build buy-in or consensus, or to get input from valuable employees

Coercive Leadership Style

The leader's modus operandi:	Demands immediate compliance
The style in a phrase:	“Do what I tell you”
Underlying emotional intelligence competencies:	Drive to achieve, initiate, self-control
When the style works best:	In a crisis, to kick start a turnaround, or with problem employees

Harmony Leadership Style

The leader's modus operandi:	Creates harmony and builds emotional bonds
The style in a phrase:	“People come first”
Underlying emotional intelligence competencies:	Empathy, building relationships, communication
When the style works best:	To heal rifts in a team or to motivate people during stressful circumstances

Pacesetting Leadership Style

The leader's modus operandi:	Sets high standard of performance
The style in a phrase:	“Do as I do, now”
Underlying emotional intelligence competencies:	Conscientiousness, drive to achieve, initiative
When the style works best:	To get quick results from a highly motivated and competent team

Coaching Leadership Style

The leader's modus operandi:	Develops people for the future
The style in a phrase:	“Try this”
Underlying emotional intelligence competencies:	Developing others, empathy, self-awareness
When the style works best:	To help employees improve performance or develop long-term strengths

These leaderships styles have been adapted from those first introduced by Daniel Goleman in the March 2000 issue of the Harvard Business Review.

Corporate Culture

Leaders must also consider and manage the culture of the company they are running. If specific attention is not paid to the company culture it will have a tendency to gravitate towards the primary activity of the company. An engineering based company is more likely analytic in nature while a start-up tends to have a clan or expressive culture.

If revenue growth and market penetration are the primary focus of the company the leader should drive the company culture towards a Market-Driver based model.

Hierarchy - Analytic

A very formalized and structured place to work. Procedures govern what people do. The leaders pride themselves on being good coordinators and organizers who are efficiency-minded. Maintaining a smooth running organization is most critical. Formal rules and policies hold the organization together. The long-term concern is on stability and performance with efficient, smooth operations. Success is defined in terms of dependable delivery, smooth scheduling. The management of employees is concerned with secure employment and predictability

Market - Driver

A results-oriented organization whose major concern is with getting the job done. People are competitive and goal-oriented. The leaders are hard drivers, producers and competitors. They are tough minded and demanding. The glue that holds the organization together is an emphasis on winning. Reputation and success are common concerns. The long-term focus is on competitive actions and achievement of measurable goals and targets. Success is defined in terms of market share and penetration. The organizational style is hard driving, focused, determined and quite often perceived as tough.

Clan - Amiable

A very friendly place to work where people share allot of themselves. It is like an extended family. The leaders, or heads of the organization, are considered to be mentors and perhaps even parent figures. The organization is held together by loyalty or tradition. Commitment is high. The organization emphasizes the long-term benefit of human resources development and attaches great importance to cohesion and morale. Success is defined in terms of sensitivity to customers and concern for people. The organization places a premium on teamwork, participation, and consensus.

Dynamic – Expressive

A dynamic, entrepreneurial, and creative place to work. People stick their necks out and take risks. The leaders are considered innovators and risk takers. The glue that holds the organization together is commitment to experimentation and innovation. The emphasis is on being on the leading edge. The organization’s long-term emphasis is on growth and acquiring new resources. Success means gaining unique and new products or services. Being a product or service leader is important. The organization encourages individual initiative and freedom.

Dave King