Ted Haeger

Current

Developer Network Manager at Alcatel-Lucent
Developer Relations Manager at Bell Labs, Alcatel-Lucent

Past

Director of Developer Programs at Bungee Labs
Director of User Communities at Novell
Director of Marketing at Novell

Director of Marketing and Product Management at Novell
Director of Product Management at Novell
Product Manager at Novell
Product Manager, Evangelist at Novell
Senior Systems Engineer, Field Sales at Novell
Senior Technology Instructor at Evernet Education Services

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6 more...

Education

University of California, Santa Cruz
University of California, Santa Cruz (UCSC)

Recommended

10 people have recommended Ted

Connections

471 connections

Industry

Internet

Websites

My Blog

Ted Haeger’s Summary

I believe that marketing must connect with people personally. My ability to create product stories strong enough to convert casual customers into loyal followers has repeatedly earned me great respect from my teammates over the years. I inspire people to be enthusiastic about otherwise hard-to-understand technologies, whether through technical marketing, training, or product definition.

A brand is much, much more than a mark or logo. Companies are their brands. Long term customers adhere to a company for more than the products the company supplies them. Customers seek to affiliate themselves with an entity they can trust, relate to, and believe in. Those emotional qualities are the foundation of a strong brand.

The social web is a new opportunity for companies to connect with customers in much more personal ways than ever before. A strong community marketing program is now essential, especially for technology companies.

There is a psychology to applying the social web to business, and it takes a special combination of acumen and sensitivity to apply it well. I have these skills.

I very much admire the thinking of Seth Godin. I strive to have many of the qualities he describes in the following link. http://sethgodin.typepad.com/seths_blog/2008/11/the-marketers-a.html
I actually do own and ride a unicycle.

Ted Haeger’s Specialties:

Architecting and implementing successful loyalty programs, effectively employing social and web media, and swaying audiences with dynamic presentations.

Ted Haeger’s Experience

Developer Network Manager

Alcatel-Lucent

(Public Company; ALU; Telecommunications industry)

February 2009 — Present (6 months)

I lead the developer relations effort for touchatag, an Alcatel Lucent venture.
Developer Relations Manager

Bell Labs, Alcatel-Lucent

(Internet industry)

2009 — Present (less than a year)
Director of Developer Programs

Bungee Labs

(Privately Held; 11-50 employees; Computer Software industry)

April 2007 — November 2008 (1 year 8 months)

I designed, lead and implemented Bungee Connect Developer Network (BCDN), the online community program for Bungee Connect.

Bungee Connect is a cloud computing platform for developing and hosting AJAX web applications, offered to developers as Software-as-a-Service (SaaS) or Platform-as-a-Service (PaaS).

This role was half customer recruitment, and half customer retention.

Recruitment involved press management, public speaking, podcasting, and blogging on technical topics, as well as creating the learning curriculum for the platform.

Customer retention involved establishing regular communication channels between BCDN members and Bungee Labs, as well as identifying and implementing BCDN's online infrastructure to promote peer support among developers.
Director of User Communities

Novell

(Public Company; 5001-10,000 employees; NOVL; Computer Software industry)

June 2005 — April 2007 (1 year 11 months)

I lead a community marketing effort to transition Novell's loyal userbase to a new product portfolio focused on Linux and open source. Through efforts that included applying social Web tech, public speaking, and working cross-organizationally to create transparency between Novell and its customers, I helped to improve how Novell was perceived by customers and the open source community.

Highlights:
- I launched the company's technical blog, Cool Blogs. (www.novell.com/cooolblogs)
- I built extensive readership of my own blog, with over 70,000 readers of its most popular Novell-related post.
- I launched and hosted the podcast "Novell Open Audio," which has many thousand listeners.
- I overhauled Novell Users Intn'l and reversed a 5-year trend of losing chapters.
- From speaking at various events, from small open source conferences to hosting a keynote session at Novell BrainShare, I still get invited to worldwide events based on the power of the presentations I delivered.
Director of Marketing

Novell

(Public Company; 5001-10,000 employees; NOVL; Computer Software industry)

June 2004 — July 2005 (1 year 2 months)

I lead marketing efforts for two major product lines, Novell Linux Desktop (now SUSE Linux Enterprise Desktop) and the collaboration suite Novell GroupWise.

My duties included: aligning field and channel go-to-market efforts, briefing press and analysts, and overseeing content delivery to multiple media from software evaluation kits to website content to webcast presentations.

I took on this role just six weeks before the debut of Novell Linux Desktop, starting with no launch plan nor positioning document, and a vacant senior marketing manager position. By the day of launch, my team was fully staffed, and we had aligned all of Novell's various go-to-market teams for the launch. Novell generated record single-day web page views, unprecedented press coverage, and industry analysts commended Novell's positioning and go-to-market approach.
Director of Marketing and Product Management

Novell

(Public Company; 5001-10,000 employees; novl; Computer Software industry)

September 2003 — June 2004 (10 months)

My previous success in building and leading a strong team, and effectively managing a complex product line gained recognition with key company executives. Midway through my term as Director of Product Management, Novell management added marketing for the product line to my position, with accompanying new headcount.
With this new responsibility, I quickly re-oriented the product line positioning to better address the many market changes that were underway, and managed to rebuild excitement in the marketing for a product line that had seen almost no marketing efforts for nearly two years. The results that my single marketing employee and I acheived in this effort drove yet another position change for me, this time from product management into a role that was specifically marketing.
Director of Product Management

Novell

(Public Company; 5001-10,000 employees; novl; Computer Software industry)

September 2002 — August 2003 (1 year)

Because of my demonstrated leadership on other products, Novell advanced me into a director's role over Novell eDirectory and several related products. Novell eDirectory is the foundation for the world's largest identity management deployments, including many deployments that store millions of identities.
In this role, I built a star team, and managed a complex product line that required handling of diverse customer demands, coordinating with a global sales force and other product teams, and analyzing market directions to set product technical direction accordingly.
Within a short period, my team was recognized as the star product management team in the company. (In fact, members of the team that I assembled were often recruited by other teams. However, my rapport with my employees fostered job satisfaction and strong loyalty to me and the rest of our team. Many of the people who I have managed have stated that they would love to work for me again.)
Product Manager

Novell

(Public Company; 5001-10,000 employees; novl; Computer Software industry)

April 2002 — September 2002 (6 months)

In order to add direct experience in product management to my skillset, I changed roles into a more tradional product manager. In this role, I defined functional specifications for a product that required me to work with multiple internal stakeholders, including engineers, other product teams, and a worldwide sales organization, ISV partners, and customers.
My previous experience working with a product management team lead me to quick success in this role, and an immediate advancement to become Director of Product Management over Novell eDirectory product line, which included the product I had been working on.
Product Manager, Evangelist

Novell

(Public Company; 1001-5000 employees; novl; Computer Software industry)

March 2000 — April 2002 (2 years 2 months)

Recognized for my skill at presenting, I was brought into a newly formed product management team chartered to rapidly grow an emerging product line, Novell ZENworks.
My role on the team was to work at the intersection of business value and technical advocacy, helping to define marketing messages for the overall product line, as well as to articulate business value of several of the product line's components.
The team I was on achieved excellent results, growing the product line from under $20M to almost $120M within an eighteen month span.
In this role, I gained repeated recognition, both for being able to make strong messaging for a complex product line, as well as for my ability to excite customers and partners about buying and implementing the products I advocated.
Senior Systems Engineer, Field Sales

Novell

(Public Company; 5001-10,000 employees; NOVL; Computer Software industry)

September 1997 — May 2000 (2 years 9 months)

During my term as a Novell systems engineer, I covered various territories throughout the San Francisco Bay Area.
Besides regularly exceeding sales quotas, I became renowned throughout the Bay Area as the must-see technical presenter for Novell.
My success in this position, as well as my skills and innovation in working with the corporate product teams, earned me recognition within the Novell corporate offices, and ultimately to a poistion in product management as an evangelist for Novell ZENworks.
Senior Technology Instructor

Evernet Education Services

(Privately Held; 11-50 employees; Computer Software industry)

April 1995 — September 1997 (2 years 6 months)

I delivered technical training for Microsoft and Novell network operating systems. Because I kept students attention and could clearly explain the often very complex materials, I quickly became the company's top instructor. Many of Evernet's students would not take a class unless they were assured that I was the instructor.

Ted Haeger’s Education

University of California, Santa Cruz

Environmental Studies , Natural History, Urban Planning , 1987 — 1991
University of California, Santa Cruz (UCSC)

B.A. , Environmental Studies , September 1987 — June 1991

Additional Information

Ted Haeger’s Websites:

My Blog

Ted Haeger’s Interests:

snowboarding, hiking, reading popular science, birding, mountain biking, juggling, and mercilessly torturing my guitar in a futile attempt to make music I volunteer at Park Silly Sunday Market in Park City, Utah.