Jim was consistently one of my best global client business managers in finding high impact ways to use me and my office to deepen our relationship with GTE senior management.  His understanding of GTE’s most important business issues and initiatives was impeccable.  He always had me fully ready to build rapport with the GTE Chairman and his executive team and further our efforts with this key account.  Jim’s follow through on our meetings was swift and flawless.

GTE Corporation

Jim did far and away the best job of all of our strategic account managers in understanding GTE's requirements and expectations.  He and the Hewlett-Packard team went to extraordinary lengths to understand our business in depth and then bring us not just their products and services, but access to their best thinkers, their most senior executives, and the full range of HP corporate resources.  We honored Hewlett-Packard several times with GTE's President's Quality Award, our highest award for supplier quality.  In 1998, GTE chose HP to be one of a very select group of strategic suppliers, and Jim was instrumental in making this program successful.  Our executive team considered Jim and his account team the benchmark for suppliers becoming true strategic partners to GTE.

Dazel Corporation

We knew up front that the post merger integration of a small entrepreneurial software company into a Fortune 25 hardware oriented corporation was going to be a challenge.  We chose Jim as our transition manager based on his proven track record of working with senior management at his clients and HP to get important things done well.  He proved to be an outstanding coach for my executive leadership team.  He very quickly developed great working relationships with the team.  He moved in with us, took the time to understand our business and our viewpoints, and worked as a true partner with us.  Jim’s coaching was a key factor in a very smooth transition into Hewlett-Packard.

Hewlett-Packard Company

Jim had a remarkable passion for his account and his sales team, and it showed in their performance.  His teams were always working very hard and having a great time doing it.  We used Jim and his program as a best practice example for our client business managers for HP’s most important customers.  Jim was an outstanding planner and always had his team fully engaged in understanding their account’s business, their most important initiatives, and in positioning HP to be a trusted business partner.  More importantly, Jim led his team to execute those plans and adapt them in real time to the current sales environment.  They were always on top of their account.

Jim  did an outstanding  job facilitating a full partnership between the sales team and the marketing team.  This enabled the combined  team  to successfully plan and implement a go-to-market strategy, and it enabled my marketing communications team to build and deliver outstanding marketing programs that achieved measurable results.  Jim religiously practiced "managing by wandering around" and he spent time with every one of my people understanding what they were doing and reinforcing its importance to the overall sales and marketing effort.  Hands down, Jim was (and is) the most effective sales manager I have worked with.  

Hewlett-Packard Company

Jim had an innate ability to select a set of appropriate stretch objectives for a sales team and then lead the team in developing a plan to meet the objectives. His confidence in himself and his leadership skills enabled the team to accomplish more by working together than we could have done individually.  Jim was a part of the sales team, the Hewlett-Packard management team and the customer’s management team.  He was always available to assist in moving a sale forward or in resolving a customer problem.  Jim created a positive work environment that compelled the team to develop new skills which enabled us to exceed our sales goals