Stef Coetzee

SVP International, NetMotion Wireless; Co-Owner, Wheatstone Consulting;

Oxford, United Kingdom

Current
  • SVP International, NetMotion Wireless at NetMotion Wireless
  • Owner at Wheatstone Consulting
Past
  • Market Resarch & Strategy Planning, Austrade at Austrade
  • UK mobile and wireless sector strategy analysis at Invest Australia
  • Interim Business Development Director at Connect 360

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Connections
500+ connections
Industry
Information Technology and Services

Stef Coetzee’s Summary

SVP International, NetMotion Wireless + founder/CEO, Wheatstone Consulting. Self-sufficient, self-motivated results oriented senior exec - successful track record providing solutions within Blue Chip companies

Strengths:
# Providing performance oriented leadership in driving results;
# Development of operational strategies driven by clear objectives, aligned with corporate goals and translated into revenue;
# Commercially sensitive with broad experience in strategic planning and tactical implementation;
# Initiative, problem solving and determination. Possess enthusiasm, dedication and a sense of humour;
# Proven ability to build on the latent potential of organisations through driving expansion into new markets or geographies;
# Confident communicator, with both key influencers and senior executives;
# Team building and implementing processes to maximise operational performance;
# Inspiring and motivating multi functional international teams to deliver

Experience:
# Revenue, profit and growth orientated General Manager/SVP working across Europe, South Africa, Australia and the Americas
# Track record of achievement at UK, European and Global level. Made major contribution to overall corporate direction and strategy, and to shaping product development priorities. Responsible for direct and indirect sales, marketing, business development, operations and professional services.
# Established and built a $5M business in Europe from scratch, including the technology infrastructure to support activities and corporate growth.
# Extensive experience in advanced technology and operational management.
# Vertical market expertise spans Finance, Retail, Utilities, Healthcare, Networks/Telco, Transport, Pharmaceutical, FMCG and Public Services.

Stef Coetzee’s Specialties:

Mobile and Wireless Computing * Wireless Technologies and Standards * CRM * IT Leadership and Management * Enterprise Software * Financial Services * Retail * e-Business * Business Process Engineering * Middleware * Open Systems * Marketing * Enterprise Sales * Consulting and Services * Distribution Channels * Business Development * Operations Management* CEO * COO * CIO

Stef Coetzee’s Experience

  • SVP International, NetMotion Wireless

    NetMotion Wireless

    (Privately Held; 51-200 employees; Computer Software industry)

    June 2005 — Present (4 years 7 months)

    NetMotion Wireless is the developer of Mobility, a software-only Mobile VPN solution that provides continuous, secure connectivity to extend the reach of applications for enterprise wireless networking. The company allows an enterprise of any size to enhance productivity and improve customer service through a wireless solution, quickly and easily.

    Within 4 months of starting the assignment I had secured the first enterprise sale to a global telecommunications operator and constructed a sales pipeline valued in excess of $1.2m. Within the same period, trials also commenced in a variety of sectors including Local Government, Healthcare, Utilities, Distribution and Telecoms.

    See our web site at http://www.netmotionwireless.com/ to find out how Mobility overcomes obstacles of cost, productivity, security and control for over 700 customers using wireless connectivity to extend the reach of their existing applications rapidly without needing any additional development.

  • Owner

    Wheatstone Consulting

    (Privately Held; 1-10 employees; Computer Software industry)

    December 1998 — Present (11 years 1 month)

    Co-Founder and CEO at Wheatstone Consulting Ltd; Wheatstone also serves on the board of the Mobile Data Association.

    In 1998 returned to Europe to establish Wheatstone Consulting. Wheatstone’s founding vision had two main areas of focus:

    I. To help organisations get closer to their customers through creative and appropriate use of ‘point of presence’ technology.

    II. To help Technology suppliers and manufacturers from outside Europe to enter into the UK and European market, or for companies to gain an International perspective on new strategies.

    Wheatstone Consulting has helped a range of companies in both areas since its inception. In addition Wheatstone has also focussed on establishing cross-industry relationships and supporting initiatives. Examples are a board position in the Mobile Data Association (MDA) and the support of open standards initiatives with the launch of the Mobile Management Forum (MMF).

  • Market Resarch & Strategy Planning, Austrade

    Austrade

    (Government Agency; 10,001 or more employees; Computer Software industry)

    August 2004 — July 2005 (1 year )

    Austrade seeks to promote the growth of Australian business overseas. They felt they had insufficient skill, experience and contacts in the mobile and wireless sector to advise Australian companies and hence made an approach for assistance in market research and early strategy planning for Australian companies seeking to ‘put a toe in the water’ in the UK.

    To date research has been provided for nine Australian companies in or around the mobile computing market space to allow Austrade to help these customers understand the current market climate and potential competitive position in the UK. The confidential research papers provided also include next steps in the context of a proposed high-level strategy for market entry for each of these companies.

  • UK mobile and wireless sector strategy analysis

    Invest Australia

    (Government Agency; 10,001 or more employees; Information Technology and Services industry)

    February 2005 — May 2005 (4 months)

    Invest Australia needed to stimulate inward investment into Australia for employee intensive activities such as software localisation, software development and hi-tech customer support centres from UK companies.

    The requirement was to use existing Mobile and Wireless sector knowledge to identify target companies and perform an initial level of qualification. This target list would provide input to further qualification by Invest Australia who desired to approach targeted companies directly.

    The assignment started with marketing activities to help identify where business plans may be contemplating international expansion to the Australia and the Pacific Rim within the next 2 to 5 years, together with market research . An analytical phase followed including the collation of feedback and synthesis with existing market data. This also included detailed follow-up with target list prospects as requiered, and final documentation and knowledge transfer to Invest Australia.

  • Interim Business Development Director

    Connect 360

    (Privately Held; 1-10 employees; Computer Software industry)

    September 2003 — March 2004 (7 months)

    Approached by tech start up just completing development of its first offering for an interim assignment to structure their business. Led team strategy session and was accepted as interim leader to develop + drive a strategy to position the company as attractive to acquirers. Brought in appropriate resources and led consensus on a company strategy, underpinned by a business plan. This included a marketing strategy, production of marketing messages and materials, pricing and other aspects of product management to structure the product family and formalise service and product licence agreements. Also formalised existing casual relationships with partners to release much needed cash to fuel company growth, and led placing formalising their production web-service with the implementation of a new billing system to facilitate invoicing and revenue collection. The service has been successfully deployed to, and adopted by, some of the largest companies in the UK financial services industry.

  • Executive Director

    Mobile Management Forum

    (Non-Profit; 11-50 employees; Information Technology and Services industry)

    March 1999 — May 2003 (4 years 3 months)

    As one of Wheatstone's early assignments it instigated and acted as Director of the Mobile Management Forum (MMF), a consortium of 62 government and blue chip organisations focused on driving the definition of and conformance to globally agreed standards for seamless mobility in mobile data and communications. The MMF progressed these standards into the IEEE as input to global standards.

  • International Business Development Director

    Afaria Inc

    (Privately Held; 201-500 employees; Computer Software industry)

    March 2000 — June 2002 (2 years 4 months)

    The Venture Capitalist firm behind this Atlanta, Georgia based start-up were looking for representation in Europe, particularly as many of their potential strategic partners were based in this territory. Fulfilled an interim International Business Development role and successfully established Technology Partnerships with Nokia, Symbian, O2 and Vodafone. Also advised on Afaria's product strategy and helped the CTO and his team to identify new opportunities for the product. Within 3 months of initial contact, secured an agreement to have the Afaria client on the firmware of a new communicating PDA from Motorola, as well as establishing business development relationships with key mobile equipment suppliers in Europe. Initially a 6 month contract, the assignment was renewed ahead of term for a further 12 months. The Afaria business has subsequently been acquired by Sybase (iAnywhere).

  • Business Planning Consultant

    Elcom.com

    (Public Company; 51-200 employees; Business Supplies and Equipment industry)

    September 2001 — November 2001 (3 months)

    During a period of rapid growth, the MD of this B2B eCommerce company was in need of a rapid and thorough rework of his European business planning. Over a period of several weeks led an exercise working directly with the Managing Director to put together the foundation of a solid and workable plan which was still in use in 2004.

  • Business start-up - Interim Director

    Synchrologic (now Intellisync EMEA)

    (Public Company; 51-200 employees; SYNC; Computer Software industry)

    May 2000 — April 2001 (1 year )

    Data Synchronisation vendor Synchrologic had been planning to open an office in Europe for some time but had been frustrated in their search for staff. Approached to lead a project to establish and register the UK company, complete market research, early business development, and prepare launch marketing at a major UK exhibition. Using local industry contacts assistance was provided with the recruitment effort and when a local Managing Director was identified and appointed, the stewardship of the business was handed over completely for him to continue with its development. Following successful international expansion, the Synchrologic business was subsequently acquired by Intellisync Corporation, a leading developer and marketer of innovative wireless software solutions for the global mobile communications market.

  • Market Development Consultant

    Royal Mail

    (Public Company; 10,001 or more employees; Package/Freight Delivery industry)

    January 2000 — April 2000 (4 months)

    Engineers in the Royal Mail technical laboratories had developed a new security technology and required assistance identifying how this should be marketed into the mobile commerce sector. Provide market analysis as well as personal briefings and advice to the marketing team as they prepared their product for market.

  • Interim Market Development Consultant

    Casio Europe

    (Public Company; 10,001 or more employees; Electrical/Electronic Manufacturing industry)

    July 1999 — September 1999 (3 months)

    Approached by Casio Europe when planning their entry to the European cellular telecommunication and mobile computing market to develop a comprehensive market analysis and product strategy. The work was completed in a very short time. This included the preparation of a complete presentation and meetings with the MD and his executive team to brief and coach them on market dynamics in readiness for delivery to senior management from Japan.

  • Senior Vice President - Operations

    XcelleNet Inc. (now iAnywhere)

    (Public Company; 201-500 employees; SY; Information Technology and Services industry)

    August 1995 — July 1998 (3 years )

    Relocated to US HQ to head up Operations (including IT). Initial challenge to re-engineer/reorganise XcelleNet’s management of rapid customer growth. Restructured teams, realigned distribution channel partners utilising a CRM system (initially home-grown, then Vantive) and emerging capabilities of the Internet. Harnessed web technologies for integrated ‘point of presence’ customer service, help facilities & training. Concurrently managed transition of EMEA leadership to interim general manager whilst identifying, managing the induction of and hand-over to a new EMEA lead executive. Established a professional services organisation in-house by leading the acquisition and integration of a North Carolina based systems integration company. Extended this internationally to lead the establishment of a EMEA Professional Services practice generating $1m revenues within first 6 months. Worked with broad variety of companies on to extend architectures for remote and mobile constituent outreach.

  • Managing Director and Vice President International

    XcelleNet Inc.

    (Public Company; 51-200 employees; Computer Software industry)

    March 1992 — July 1995 (3 years 5 months)

    Initiated and built International Operations for XcelleNet based in the UK. Registered company, completed market research, early business development, and launched marketing at a major UK exhibition. Closed first sales personally to allow funding of sales force and customer services recruitment. Built partner distribution channel across Australasia, South Africa, Middle East and through Europe. Led the localisation of product to expand into Europe. Transferred to US HQ 1995 with revenues at 10% of total corporate in 3 years. Handed over a $5 million company with a strong pipeline, loyal & satisfied customers, & productive channel partners. Highlights of final year of my direct leadership seeing 30% organisational growth fuelled by 60% customer growth. Offices had been opened in France and Germany, operational headquarters in UK relocated to accommodate growth and UK partner channels extended to cover Scandinavia, Benelux, Australia, New Zealand, Middle East and Southern Africa.

  • Group Director Systems

    Dun & Bradstreet (Europe)

    (Public Company; 10,001 or more employees; DNB; Information Services industry)

    August 1988 — February 1992 (3 years 7 months)

    Responsible for business process redesign coupled with a systems architecture initiative to connect customers electronically whilst reengineering internal operations across more than a dozen national European operating companies and over 50 branch offices. This role included establishing and managing new business systems, including the pioneering of on-line access for 35,000 selected customers. Promoted the use of structured analysis techniques (based on Inforem CASE). Spearheaded a global initiative to convert from IDMS/CICS/COBOL systems to the new architecture implemented on PC based Client/Server RDBMS systems. Restructured development process and reorganised team. Initiated and led significant change management challenges to reengineer and establish business aligned IT methods. This initiative was published under the auspices of the British Computer Society ‘Best Practices’ scheme as “Reengineering Information Technology (by Stephen Baxter with David Lisburn - Prentice Hall 1994).

  • Group Director Information Services, EBIC

    Dun & Bradstreet

    (Public Company; 10,001 or more employees; DNB; Information Services industry)

    October 1982 — July 1988 (5 years 10 months)

    Migrated a European operation from a Honeywell system to an IBM VM/VSE system with CICS online applications. Moved to headquarters to take on responsibility for establishing and growing the European Technology operation, eventually managing some 200 staff across European IT Operations and Development for Dun & Bradstreet Europe, Middle East and Africa in support of their 3,500 employees. Performed the initial strategic planning for the European processing centre to achieve US board approval. Identified facility and established the processing centre. Oversaw a four shift 24X7 online operation and customer service centre. Managed IT supplier relationships, negotiation and contracts. Architected, established and managed Europe-wide network. Initiated capacity planning disciplines to cope with riotous growth and led training on Systems Management methods and disciplines for IT managers across international.

  • Systems Programmer, Consolidated Diamond Mines

    De Beers

    (Public Company; 10,001 or more employees; AAL.L; Mining & Metals industry)

    February 1973 — February 1978 (5 years 1 month)

    Offered a solid foundation to an IT career with pioneering systems programming experience implementing business systems based on initial releases of VM, VSE, MVS, online systems infrastructure based on CICS; database systems with DL/1 and building a network based on the first releases of VTAM and SNA. Programmed in COBOL and Assembler. Developed system-level backup management suite in Assembler as well as CICS transaction handling system. As operations manager led a three shift 24X7 computer operation and data preparation organisation, including establishing a training programme for employees.

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