It Takes More Than a Great Idea to Make a Great Company
From worldwide marketing for a division of JVC, to dozens of startups, for three decades I’ve helped technology companies launch, scale, and succeed. Leading teams of professionals — including marketers, attorneys, accountants, designers, and engineers — I help founders, directors, and managers craft plans and carry out the mission of the business.
Strategic Planning
Frenzied activity is no substitute for sound strategy. Use market forces analysis to find your ideal customers and position.
Measurable Marketing
Exponential growth comes from incremental advances. Measure activities, big and small, and back your winners.
Product Development
Listen to customers. Build solutions to clearly defined problems. Add features and complexity sparingly. Measure, and iterate.
Operations Management
The world has changed. For companies of all types and sizes, 'doing more with less' is the new normal. Proceed accordingly.
Legal Services
Formation, fundraising, IP, HR, sales and partnerships, a fledgling company needs a surprising amount of legal support.
Fundraising Support
Investors are a risk-averse bunch these days. The opportunity had better be compelling, and your pitch rock solid.
Greg Newman catapulted JVC to triple-digit annual growth and #1 CD-R brand in the world.
Richard Young, President, JVC Information Products
Portfolio
Building Brands. Driving Growth.
PureMSK
Medical Face Masks
Zadara Storage
Enterprise Data Services
Parsec Automation Corp.
Manufacturing Management
Vigilistics
Manufacturing Analytics
Veestro
Food-as-a-Service
BluStor
Multi-Factor Authentication
Pipit Interactive
Social Commerce
vWise
Interactive-Video Fintech
Capton
Wireless Beverage Managment
Superconductor Technologies
Cellular Network Performance
Vision Solutions
High-Availability Software
JVC
CD-Recording Solutions
Vigilistics
Process Data Analytics & Traceability Solutions
Challenge
Patented software that helps manufacturers operate more efficiently, by analyzing process-level data
Bloated product trying to do too much: 'Swiss Army knife' approach but conservative customers want separate, specialist solutions
Minimal penetration at name-brand accounts: Nestle, Kroger, Dean Foods, Leprino, etc.
Solution
Repositioned company as classic disruptor: fast, easy, affordable SaaS alternative to legacy systems
Transformed product 'suite' into 'portfolio' to reduce sales friction and provide upgrade path
Launched "Visibility. Knowledge. Control." branding campaign to promote benefits of Vigilistics' new approach
Targeted senior executives with revamped collateral and sales messaging: 'benefits' not 'tech'
Results
Increased revenue 4x YoY
Sold company to strategic buyer at 400% YoY increase in EV
Financial advisor founder recognized that investors don't read; wanted to create video-based investor materials
Vague concept, not yet a product; no paying customer had been identified
Company needed to craft a focused go-to-market strategy
Solution
Identified 401(k) market as 'beachhead'
Created and built complete system — HD video tutorials, with interactive software and database connection — to automate 401k enrollment
Built company infrastructure and systems: HR, legal, development, data center
Crafted SaaS sales model and and channel marketing strategy
Results
Launched company in midst of 'Great Recession' and grew revenues each year, to $125K Monthly Recurring Revenue (CAGR of 361%)
Signed distribution partnerships with largest 401(k) recorkeepers, including Sungard, Schwab, DST
Added over 40 recurring-revenue customers, including AXA Equitable, Citistreet, The Hartford, PNC, Mutual of Omaha, Morningstar, Standard & Poor's, more
Average deferral rates increased by 35% among new enrollees at vWise clients
Wireless performance enhancement solutions based on High-Temperature Superconducting (HTS) compete with entrenched substitutes and seen as experimental, not ready for large-scale deployment
Selling to second-tier carriers, and needed a major order from a top-tier carrier to validate technology
Selling direct, no partners or reseller channel
STI was organized like an R&D company, not an operating and marketing company that is prepared to sell large numbers of units
Solution
Re-positioned STI as “maximizer of network investments”, a message that appeals to carrier CFOs, network mangers and technical administrators
Created sales materials system to describes benefits, not just features, of technical solutions
Created comprehensive RF front-end “solution” using existing, complementary technology (both STI and non-STI products) together with cutting-edge HTS solutions
Targeted investor relations campaign to help boost flagging stock, aid in acquisition efforts
Results
Increased Q1'01 revenue 150%, compared with Q1'00; increased Q2'01 revenue 122% compared with Q2'00
Landed order from world's #1 wireless carrier
Signed contract for 1,000 units with prominent regional carrier, doubling total units in field
Signed agreements with major international carriers, including China, Brazil, others
Undifferentiated software product competing with strong substitutes, including in-house solutions and for-sale software employing alternative methods to meet same need
Company was selling product rather than solution, discounting its strategic importance, and giving away installation and maintenance services
Selling direct, no partners or reseller channel
Solution
Re-named company, repositioned ‘high-availability’ software as cost-effective ‘downtime insurance’
Created Vision Industry Partner (VIP) program and signed up 28 reseller partners worldwide in less than two years
Partnered with IBM Global Services; sponsored 1996 Olympics in Atlanta using Vision Solutions software to power real-time scoring reports
Split software into modules, to extract maximum value; increased sales price from $30K average, to $100K
Created entry-level, feeder product based on flagship software
Results
Increased annual revenue from $6m to $28m in under 24 months, for a CAGR of 215%
Named to Deloitte & Touche's Fast 50 and Inc. 500 Fastest Growing Companies lists four years in a row
JVC, largest OEM of CD-Recording systems, wanted to market CD-R systems under its own brand
Was competing against established brands with budgets 10x size, and JVC corporate mandated that this division gain marketshare while remaining profitable
Could not alienate competitors, to whom it sold CD-R systems as OEM
Solution
Positioned JVC as the #1 selling drive worldwide, to combat users' fears of purchasing device that might be non-standard and have technical problems
Struck partnership with Macromedia (Adobe) to provide value-add software as part of JVC-branded CD-R bundle solution
Sourced CD playback devices, including 7-disc changer, 200-disc library, etc. to create 'complete family' for a compelling reseller offer
Leveraged introduction of Windows 95 to run subsidized ads in major PC reseller channel and consumer publications
Targeted direct-response campaigns to 'power user' segment: featured 'pro' bundles
Results
Increased revenue 330% (CAGR) for three years
Vaulted to #1 brand worldwide in under 24 months
Increased per-sale profitability even as average unit price plummeted by more than 70%
Secured distribution through major retailers, including CompUSA, Computer City, and others
Express Response
Automated Customer Support
Challenge
Revolutionary new "intelligent" automated email response engine
Customer support managers needed to be educated about the need for an automated agent
Partially automated CRM software features appeared similar to Express Response's fully automated capabilities
SaaS model not well understood by buyers
Solution
Positioned Express Response as ideal point solution, regardless of organization size, or agent-facing CRM software installed: "We are CRM agnostic"
Formed Customer Advisory Board to improve understanding of needs and key purchase drivers and shape future product direction
Expanded product capabilities to include automated knowledgebase management, using intelligence gleaned from customer inquiries
Target C-level executives, with message that customer service is a sales and revenue driver
Results
Secured $7.5m Series A Preferred, at favorable valuation
Express Response recognized by Gartner Group as leading SaaS and ideal customer support automation solution
Grew annual revenue over 450% in one year, from $750,000 to $3.4m
Recognized as Product of the Year, Company to Watch
Procom Technology
PC Peripherals
Challenge
Young technology VAR evolving into maker of branded network attached storage (NAS) and RAID systems
Relied in past on marketing by large technology brands it resold (Seagate, Conner, etc.) but had to create its own brand
Strong reseller channel relationships but no retail distribution
Solution
Launched first reseller channel ad campaign; voted #1 campaign of the year by Intelligent Electronics retailers
Designed retail packaging and promotions, and secured retail distribution through CompUSA, others
Integrated engineering and customer service into regular product planning forums
Results
Grew revenue from $18m to over $75m in under three years
Successful IPO (PRCM); valuation three years later: $1.1 billion
Parsec
Manufacturing Operations Management Solutions
Challenge
Undefined software platform being sold as a 'toolkit' rather than solution to specific problems
Weak product roadmap due to lack of product management and user experience design teams
Stagnant growth at existing Fortune 1000 customers; no account management and planning
Solution
Revamped brand messaging around 'smarter software for smart manufacturing'
Built frameworks for solutions to specific problems, based on user feedback and requests
Maximized limited budget, using social media, search, video, webinars
Hired sales VP for company; worked hand-in-hand to create and build regional/channel model
Built lead-nurturing program, to feed new inside sales team, regional managers, and channel
Results
Grew revenue 35% YoY 2016-2017, 50% in 2018
Shortened sales cycle with simplified license and SaaS model
Tripled sales pipeline, to provide 3x coverage of revenue growth target
Building Valuable Brands Through Focus on Fundamentals
Gregory C. Newman
CEO | COO | CMO
Building Brands. Creating Value.
How do you build a successful startup and deliver shareholder value? By building a great brand. Your brand is not a logo, or an advertisement. Your brand is a promise that experience will meet expectations. And growing a brand means being able to deliver on your promises, reliably and at scale. I build strong brands — and shareholder value — through creative strategy, coordinated execution, and a relentless commitment to improvement.
I work best as a strategic leader, partnered with a visionary founder, and seek engagements that allow me to participate in the company's success.
In less than a year Greg Newman helped me stabilize a tough turnaround, grow sales, and get acquired — at a 400% increase in enterprise value.
Michael Stephens, President & CEO, Vigilistics
Hire Me
Ready to get started? Choose the engagement model — project, fractional, full-time — that best suits your needs. Or contact me to discuss a custom program.
Project
Have a specific project or defined need? Hire me on an hourly basis, or at a flat rate. I am happy to work within your budget and timeline.
Greg Newman helped us connect with senior executives — an audience we had not been able to reach previously — land an order from the world's #1 wireless carrier, and increase our share price by 150% in under ten months.
Michael Williams, Director of Marketing, Superconductor Technologies
Contact Me
Questions? Comments? Ready to get started? Email me.
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