| Gary Green, e-business, and technology | ||||||||||||
|
![]() ![]() ![]() ![]() ![]() ![]() ![]() |
|||||||||||
|
Amongst many other accomplishments, Gary Green is an award-winning
seasoned technology strategist. Three times he has taken
the helm of start-up technology spin-offs of established companies ... usually leading them to phenomenal results. Twice he surpassed the parent company in
performance and once he drove an IPO, creating the framework of a product that went on to do more than 5% of all
e-ommerce He is widely recognized as one of the world’s leading strategic architects, marketers, and authorities on e-business and enterprise software solutions. Among the Fortune 1000 companies benefiting from his expertise are Microsoft (their Developers Network), AOL (their product fulfillment), Compaq (HP), Nordstrom, Hickory Farms, StarTrek.com and more than 200 other companies. Gary Green is an evangelical leader who inspires peers, gives a sense of ownership to staff and excites the business community. Portions of his book, “Pay No Attention To The Man Behind The Curtain (Navigating the Information Yellow Brick Road)” have been used by a number of companies who heeded Gary Green’s warnings of the dot-com bubble burst and rebound. Consequently he became one of the most popular and entertaining speakers at Internet, retail, and marketing trade shows for e-business and software. |
||||||||||||
| DISCOVER. Transforming existing ERP/POS/Warehouse solutions to meet new business needs, through use of state-of the art technologies and identifying key elements. | GROW. Technologically sophisticated start-ups through Gary Green's "shirt-sleeve" style operational management ... creating IT structures for brick-and-mortar businesses, and then fine-tuning communications, CRM and ERP. | TARGET. Taking the tenets of the most successful direct marketers in history and applying them to most other business' abysmal customer relationship record, Gary Green filed for the first patent for the process of adding customer R/F/M data to traditional tracking processes. | ||||||||||
|
|
||||||||||||