Peter Davies

Current

Sr Product Manager at Experian

Past

HEAD OF PRODUCT REALISATION AND PRODUCT PLANNING at Motorola Inc
HEAD OF MARKETING/ HEAD OF PRODUCT MARKETING at TTPCom
INTERIM CONSULTANT at Hewlett Packard

WW DIRECTOR OF PRODUCT MARKETING at Eastman Kodak
DIRECTOR OF MARKETING COMMUNICATION at Eastman Kodak
MARKETING DIRECTOR, EUROPE at Eastman Kodak
MARKETING MANAGER, MIDDLE EAST AND AFRICA at Motorola
INTERIM CONSULTANT/MBA STUDIES at VARIOUS
CHANNEL DEVELOPMENT MANAGER at Apple

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6 more...

Education

York University
Henley Management College

Recommended

30 people have recommended Peter

Connections

500+ connections

Industry

Telecommunications

Websites

Peter Davies’s Summary

An international/global Marketing Director who has created and implemented innovative programme development strategies that generated strong business, brand and market share growth across US, European, Middle East and Japanese markets with Motorola, TTPCom Ltd, Eastman Kodak, and Apple.

· Turned around software delivery and enabled $100M sale to US operator
· Instigated new marketing strategy that resulted in successful company sale
· Launched new product category that generated $28M in first year
· Created marketing strategy that doubled divisional revenue in three years
· Penetrated new markets for Motorola and new segment for HP, generating growth
· Invented precursor to Apple Stores and transformed distribution model for Apple UK

Peter Davies’s Specialties:

Marketing, Strategy, Program Development, Programme Development, Communications, Product Marketing, Product Management, Channel Development

Peter Davies’s Experience

Sr Product Manager

Experian

(Public Company; EXPN; Information Technology and Services industry)

December 2008 — Present (1 year )
HEAD OF PRODUCT REALISATION AND PRODUCT PLANNING

Motorola Inc

(Public Company; 10,001 or more employees; MOT; Telecommunications industry)

September 2006 — September 2008 (2 years 1 month)

Led front end planning for AJAR software involving negotiation of features, operator customisations, effort analysis and business case implications. Mass market software delivery was running very late, so was appointed to lead software domain teams and turn around a complex programme involving up to 240 staff, three different companies and ten separate locations around the globe.
Reorganised management of teams; restructured communications; streamlined and aligned processes to build a consistent approach. Analysed issues and mentored new managers. Networked to improve communications with stakeholders. Replanned software for new China customer in less than 6 weeks and then again for US customer launch.
· Software was delivered on time to revised deadline for US customer
· Time to fix bugs decreased from over 40 days to 17 days
HEAD OF MARKETING/ HEAD OF PRODUCT MARKETING

TTPCom

(Public Company; 501-1000 employees; TTC; Telecommunications industry)

September 2003 — April 2006 (2 years 8 months)

Market consolidation meant a change in focus for a PLC licensing software for mobile phones and required repositioning the company to be more attractive to tier 1 players..

Responsible for all marketing communications for a UK PLC, including analyst relations and PR, marketing mix – both online and offline and annual report.

Introduced new strategies for marketing to tier 1 vendors. Designed and implemented new value propositions for all communications. Masterminded analyst influencer and conference programme.

· Company acquired by Motorola in 2006
· Doubled PR coverage and improved web traffic and stickiness by 30%
· AJAR concept sold to a tier 1 vendor
INTERIM CONSULTANT

Hewlett Packard

(Public Company; 10,001 or more employees; HPQ; Information Technology and Services industry)

March 2002 — August 2003 (1 year 6 months)

MARKETING CONSULTANT HP INDIGO

The company had created a $1M digital printing press - an entirely different segment. The challenge was to research and identify market niches.

Assessed market conditions and researched the market. Rewrote the value proposition and designed key marketing and channel programmes. Successfully trained and motivated the sales staff.

· First year goals for sales met
· Successfully positioned new business model

MARKETING CONSULTANT HEWLETT PACKARD EMEA

HP had uncovered a segment called micro-business with some unusual characteristics.

Persuaded both divisions that sold the products to agree a new positioning and exclusive product set for micro business. Created the marketing plans for the segment, including an “everyday low price” proposition that met the segment’s needs. Recommended channel marketing incentives and support.

· New segment marketing plan created
· Enhanced product space and position inside specific channel partners
WW DIRECTOR OF PRODUCT MARKETING

Eastman Kodak

(Public Company; 10,001 or more employees; EK; Consumer Goods industry)

January 2000 — September 2001 (1 year 9 months)

Digital cameras meant lower revenue from prints. The challenge was to create a home printing business for less computer savvy consumers

Recruited from within the organisation to lead the marketing effort, creating business cases for products as well as getting buy in from sales teams and external partner vendor. Led gate reviews, marketing spend approval, and senior management reviews as well as creating buzz in the market in the product launch period.

· Business created $28M in sales in its first year, and beat the profitability targets set
· Pioneering bundle approach with digital cameras created new opportunities in non specialist channels
· ROI from inks and paper significantly above original plan
DIRECTOR OF MARKETING COMMUNICATION

Eastman Kodak

(Public Company; 10,001 or more employees; EK; Consumer Goods industry)

January 1997 — December 1999 (3 years )

Promoted to run the global go-to-market effort for digital products, leading a virtual team of 35 and up to 17 staff. Functions included PR, Sponsorship, Advertising, Trade shows, Channel programs and Product Launch. Global role with specific emphasis on USA and Japan.
Led downsizing of team to meet business requirements. Created renewed focus on PR to build credibility in the category. Instigated “wave” launch concept to impose discipline on both product and communications teams. Developed global strategic plans for digital projectors; regional plans for Japan; and managed budgets and annual strategic planning.
· Division doubled sales in three years
· Kodak became number 2 in US market share and number 3 globally
· Created over 200M impressions in US media and 35% share of voice for category
MARKETING DIRECTOR, EUROPE

Eastman Kodak

(Consumer Goods industry)

January 1996 — January 1997 (1 year 1 month)

Recruited to lead the digital products marketing team when Kodak was entering the consumer digital camera market. The challenge was that their first products would not appeal to their current core users and channels.
Reformulated product positioning to focus on early adopter web consumers and businesses who valued immediacy over print quality. Developed positioning as computer peripherals not cameras to overcome product weaknesses. Recruited pan-European team, including fighting for the right to hire a product PR specialist for the division. Retrained the sales force and refocused their channel sell in efforts on computer and consumer electronics channels. Built new marketing materials and extensive web and PR activity to reach target audience.
· European team exceeded their goals by 30% and sold $62M in the first year, as well as achieving record contribution to the division’s profits
· Team received record bonuses for achievement
· Promoted to WW expatriate assignment
MARKETING MANAGER, MIDDLE EAST AND AFRICA

Motorola

(Public Company; 10,001 or more employees; MOT; Telecommunications industry)

January 1994 — December 1996 (3 years )

Motorola were launching their first GSM phones in the region.

Created the first marketing programs in the region, including recruiting PR agencies, localising materials, developing the business case for product localisation, implementing the first pan-Arab advertising campaign.

· Motorola built market share and channels in the region
· Sold the first $1M order in the region
INTERIM CONSULTANT/MBA STUDIES

VARIOUS

(Public Company; 10,001 or more employees; MSFT; Computer Software industry)

October 1991 — October 1994 (3 years 1 month)

Microsoft UK

My assignment was to investigate pre-sales support to avoid recruitment and ongoing costs.

Devised and project managed program to outsource the pre-sales support for Windows 95. This involved using telesales specialists at major mail order dealers, and preselling copies of the software.

· Microsoft built their first customer database in the UK
· Mail order retailers generated profitable sales

Apple Japan

Hired to analyse the current market, bring knowledge and expertise of Apple programmes in Europe, and develop an action plan.
· Apple board approved major programme funding
· Apple market share rose to over 15%

ACWL Ltd

My role was to run the retail operation and turn around a failing business. Devised and executed key strategies to renegotiate major customer agreements, clear excess inventories, and retrain staff.

· Site returned to profitability within a year
· Major customer was retained at a healthy profit
CHANNEL DEVELOPMENT MANAGER

Apple

(Public Company; 10,001 or more employees; AAPL; Computer Hardware industry)

September 1984 — June 1991 (6 years 10 months)

Apple was struggling to achieve market share goals in the UK. The introduction of inexpensive laser printing offered an opportunity to create a new opportunity in Desktop Publishing. Apple needed to create a channel that would be effective in selling this new proposition.

Researched successful Apple dealers to understand trends. Developed the Apple Business School to recruit staff for dealers. Developed the AppleCentre concept to create the right selling environment. Created a channel investment plan that encouraged more visibility for Apple in the UK. Commissioned a new retail design for the stores. Negotiated agreements,locations and business plans with potential AppleCentres.

· Created 52 new outlets in just over two years, generating 62% of Apple UK revenue
· Built a new channel to market that could sell more than DTP, encouraging large account and higher education sales
· Awarded an Apple Sales Award at their Boca Raton, FL conference

Peter Davies’s Education

York University

BFA , Music and Film , 1994 — 1998
Henley Management College

MBA , Business , September 1994 — June 1995

Additional Information

Peter Davies’s Websites:

Peter Davies’s Groups:

Inbound Marketers - For Marketing Professionals
MobileMonday
Wireless Jobs
EMEA Executive Search
Six Sigma for Business
Technology Leaders Association
Cambridge Network
Technology Marketing Community
TTPCom Alumni
Innovative Marketing, PR, Sales, Word-of-Mouth & Buzz Innovators
Leadership + Innovation by Stefan Lindegaard
Mobile Product Management
Apple Alumni
Le Mobile 2.0
Redline Group - Technology, Electronics, Telecoms, Semiconductors, Computing.
Sales/Marketing VP's & Directors - Software & Technology
Motorola Past & Present
Kodak
Apple - Current and Former Employees
The Symbian Exchange & Exposition
Digital Camera
Cambridge Wireless
EVC Selling Network - Best Practices For Using ROI and Economic Value Creation in the Sales Process
www.OnlyMarketingJobs.com - it pays to know people
Maximizing Your Business with Jigsaw
Sake
Lean Enterprise United Kingdom
Linked:Golfers
Spectrum Executive Breakfast Seminar Group
Global mobile Suppliers Association (GSA)