Richard Forsythe

As VP, Strategy, for a company with over 50 product businesses worldwide, the challenge was to change the product-based annual budgeting cycle into a strategic portfolio-based resource allocation methodology.

Traditionally, product groups were given the same profit margin targets whatever their lifecycle (startup, growth, or mature). Any allocation beyond that was done on a case-by-case basis. As the acquisition of software products continued, this model became untenable as both logistically impractical as well as very sub-optimal as a capital allocation model.

After rolling out the new business reporting and budget allocation process, all businesses were allocated a margin based on their ability to attract new customers. This allowed the fast-growing early-stage business to deploy the capital they needed to grow quickly in a competitive market, offset by the mature products whose primary budget goal was to maintain high margins.

The new approach also helped measure the attractiveness of new acquisitions, and in some cases prompted the disposition of unattractive businesses that had been acquired previously.

Hyatt acquired a chain of spas and wanted to allow World of Hyatt loyalty points to be earned by spa customers, as well as redeemed for spa services. The subsidiary used a shrink-wrap ERP system, MindBody Online, that could not be directly modified.

First, it was necessary to work through the very detailed and complex business requirements associated with the processes involved, involving the operations teams of both Hyatt and the subsidiary.

A technical analysis then indicated the tech stack needed to align best with Hyatt's internal systems. Once identified, a team of four developers was hired to build the system against a tight launch deadline.

The product was launched on time, even with some late-cycle scope changed that was requested and accommodated. Further enhancements were made post-launch to expand the scope of the integration, and the system is still used today.

Started with stakeholder interviews and 3 developers, I led the team as a product owner, functional architect, and project manager. Based on input from non-technical client, delivered and enhanced the platform over the course of 2+ years into a critical business system for the client.

Based on complex configuration formulae for each client and insurance company, the employees are enrolled in the benefits they select, charges calculated and detailed invoices generated.

Integrations between the system and the insurance company systems provide automated updates of employee information to the insurers. Integration with ADP updates the platform from ADP's HR database, and also provides an export of payroll data into ADP.

To drive growth for a mature product in a slow-growth market, I spearheaded a vertical marketing initiative to target key industry verticals such as distribution and manufacturing with our horizontal ERP application suite.

In each vertical, I led a small team through a process of researching the industry sub-segmentation, finding appropriate niches where the ROI would be attractive, working with engineering to enhance the product as needed, and with sales & marketing to launch the product into those verticals -- both through our existing VAR channels and through VAR recruitment.

In some cases, the build vs buy decision weighed in favor of an acquisition of key functionality developed by a third party. In these cases, I led the acquisition process including building the business case, co-ordinating due-diligence, planning the post-acquisition transition and facilitating the hand-off of code to internal development.

The various industry-specific packages were launched successfully driving an average of 38% YoY revenue growth in the targeted industry in the first year after acquisition.