My Roles Responsibilities 101507 13111 Sales Engineering Management

My Roles & Responsibilities 10/15/07 – 1/31/11 • Sales Engineering Management & SE • Technical Account Management – Manage Relationships with customers • Marketing: Supporting Role to Karen & Penny – Speaking & Evangelizing Over the Years 10 plus per year – Sales power points, Demo dev, training – Conferences • Strategic Products, Services, Concepts – Tip of the spear – F 2 F with more customers • Sales Engineer & Professional Services Analyst: – Active Defense Installer (implementer) – POC Implementer – Trainer • What Ever Is Needed

HBGary Org Chart 1/1/2011 President VP of Sales People VP of Services PSD Analysts CTO Sales Engineers Bob Joe Marketing Office Manager CEO Director Engineering Tech Support QA

Typical Software Org Chart CEO President Office Manager VP of Sales People VP of Services CTO Sales Engineers Services Dir Engineering Analysts Engineering Mgr Tech Support QA VP Marketing Dir Event Coordinator CFO Legal CIO/CSO IT Dir

Org Chart CEO President Office Manager VP of Sales People Sales Engineers VP of Services PSD Analysts CTO/ VP Marketing Dir Engineering Mgr Tech Support QA

Gaps At HBGary • Technical Marketing Executive – Currently no on creates a Package from HQ with Gospel to follow – We should have “Go To Market Package” for Every Product • • PR Campaign blah Advertising plan Web site update plan Sales Collateral plan SE Demonstration Package Video’s Training Updates Partner Package

Gaps Continued: SE Team • VP of Sales Should Own this part of the business period. • Based on my experience the Hybrid Model is a proven failure; due to the fact that SE’s are coin operated and motivated to sell for the commission. Services guys are not wired that way and therefore do not put in the extra effort required to always “get the sale” • Let’s face it, our customers need lots of hand holding. Technical Account management is just as important to continued success at any customer; to get the follow on revenue stream and the references you must have this and it requires good people. I usually call my customers every 2 weeks or so to make sure they are running the latest and greatest and know all of the tricks of the software. This can be the difference between a reference customer and our software becoming shelfware with no renewal…. • SE’s should be managed to this objective of ensuring the customer is happy at least 2 x per month via email phone or f 2 f visit. This should be tracked by sales VP. – this is vital to long term relationship building between the customer and HBGary employees. This is a proven winner every time.

Formal Partner Program – Huge Gap • Create HBGary Package for Channel & Partners – – Product Data Sheets Presentations on solutions Demonstration Software for SE’s Train the partners sales people • Goal is scalability & predictable quality from representatives • Teach Everyone How to be an HBGary Soldier • Create Road Show – -> Travel to major cities, countries – Build relationships

Marketing Events-Gap • Monthly HBGary Users Group Meetings – Key Markets like Federal – SE’s present new trends – Customers present how they are using the software to solve specific problems – Customers and partners attend – This builds lots of momentum quickly

Working Smarter Not Harder • • More Social Media More Videos More Blogs More Evangelizing

Critical Parts of HBGary Engineering Sales Ideally all “engines” would be running near 85% - 100%. Low Areas need attention or will impact growth and not make forecasted earnings SE Team Gap Technical Marketing Gap Product Training Professional Services & Managed Services Product Tech Support Operations 1 25 Health & Optimal Performance 75 100