D2Hawkeye Announces New Chief Operating Officer; Tom Gernon Named COO To Round out Senior Management Team
WELLESLEY, Mass. --(Business Wire)-- July 9, 2004 -- D2Hawkeye, a health care software and services company, announced that Tom Gernon has joined the company as Chief Operating Officer.
Mr. Gernon brings a diversified business background to the D2Hawkeye team having served in senior management positions at Staples, PerkinElmer, Fidelity, Aetna Health, and most recently J. P. Morgan Chase. Most notably Tom was responsible for delivering Fidelity Investments' Internet web site, the first in the mutual fund industry. He was also instrumental in the transformation of Staples into an E-business company where his efforts contributed to online business-to-business revenue growth of over $1,000,000 per day.
"The addition of Tom adds a layer of senior management that permits me to truly focus on how we can make D2Hawkeye even more valuable in improving health care and controlling health care costs." commented Dr. Chris Kryder, Founder and CEO of D2Hawkeye. "Tom has the breadth of experience at very high levels with major organizations to drive our operations, customer service, sales and marketing."
"In just 3 years, D2Hawkeye has become a true 'player' in the healthcare medical management industry." added Mr. Gernon. "My job is to help keep that momentum going as we go to the next level of growth and expansion. We've got a great product and more companies need to know how great it really is."
About D2Hawkeye
D2Hawkeye is a web-based data-mining and health care intelligence software company. It is privately held and was founded in 2001. D2Hawkeye employs 75 professionals in the United States and Nepal. For more information, please visit www.D2Hawkeye.com.
Microsoft Beats $51 Billion Annual Revenue, Setting Record
Microsoft Beats $51 Billion Annual Revenue, Setting Record
Microsoft credited growth to "solid customer acceptance" of Windows Vista and Office 2007 and increasing sales of SQL Server, Windows Server and Visual Studio.
By J. Nicholas HooverInformationWeek
The company reported revenue increased 13% year-over-year to $13.4 billion in the fourth fiscal quarter of 2007, slightly beating analyst expectations for revenue and profit, while net income rose 7.3% to $3.0 billion. Those earnings included a fourth-quarter charge of about $1.1 billion to pay for repairs to Xbox consoles. Microsoft also saw annual revenue surpass the $50 billion milestone for the fiscal year ending June 30, with revenue of $51.1 billion, a 15% increase over the previous year. "Fiscal '07 was an excellent year from my perspective," Microsoft CFO said on the earnings call with investors. "It's exciting to see [ The company expects to continue its momentum in the coming year. "We have healthy core businesses and are strategically investing in growth opportunities, which will build on our success and contribute to continued double-digit revenue and earnings growth in fiscal year 2008," Liddell said. That strategic investment in growth opportunities includes the company's online services business, which saw revenues at $688 million, up from $588 million last year. However, due to ongoing investment in data centers, the division lost $239 million. Advertising revenue was up 33%, though growth is expected to be much more modest next quarter. Liddell attributed some of the growth in online services to Live Search Club, a promotion to give prizes to people using Microsoft's search engine. He predicted 10% to 11% growth for online services next quarter, and said to expect better integration between Windows Live services and more data center build-out over that time period. As to Windows Vista, client revenue saw an increase of 14% in the quarter, which Liddell attributed to continued demand for the new version of Windows. That said, Microsoft lowered guidance for the mix of Vista and XP units sold from 85% Vista, which it predicted in March, to a 78% Vista-XP mix expected in the next fiscal year. Liddell was cagey about Vista Service Pack 1, but said that he didn't expect SP1 to drive adoption as some believe it will. He declined to give investors a time frame for the service pack's release, though a beta version of the update is expected by the end of the year. Microsoft highlighted strength among enterprise users. "I'm extremely pleased with the traction our sales force is getting with our business customers," Liddell said. Non-annuity licensing was up more than 15%, core bookings in the client, business division and server and tools business up more than 20%, and the company said it saw a 25% increase in volume licensing. Microsoft Business Division beat high-end Microsoft guidance by more than $150 million last quarter, which the company attributed to Office 2007 and especially continued interest in SharePoint. Microsoft also pointed to 85,000 new seats of Dynamics CRM sold during the quarter. 
10 Reasons Why HP Revenues Hit $100 Billion
10 Reasons Why HP Revenues Hit $100 Billion
6:49 PM EST Mon. Nov. 19, 2007
Page 1 of 2
Hewlett-Packard (NYSE:HPQ)'s 2007 annual revenues shot past the $100 billion mark for the first time with sales reaching $104.3 billion for the year ending Oct. 31. Here are 10 factors that helped make HP a $100 billion baby.
6:49 PM EST Mon. Nov. 19, 2007
Page 2 of 2
1. Hired Carly Fiorina as CEO. What's this you say? One of the most controversial industry CEOs in recent memory, Fiorina never figured out the HP Way and her tenure was marked by internal struggles. But she did engineer the takeover of Compaq. Only Fiorina, the consummate corporate politician, could have fought the Hewlett family and widespread shareholder and employee dissent to garner enough votes to swing the $87 billion merger. That merger transformed HP into the industry standard server powerhouse and wrestled the lead in the PC industry away from Dell (NSDQ:Dell).
2. Fired Carly Fiorina. She honchoed the deal through, but she couldn't get the Compaq and HP people on the same page. The two cultures clashed between the volume Compaq mentality and the value HP mindset. Nowhere was that more evident than on the channel side of the business. HP value players couldn't stomach the pump up the volume music foisted upon them by former Compaq folks thrust into key channel positions. Thankfully, the HP board finally said enough to this infighting and gave Fiorina the golden parachute.
3. Refused to break up the company. Many shareholders, analysts and industry pundits felt that the HP crown jewel was its printing and imaging business. Spinning that out into a separate company, they reasoned, offered the best hope to recoup the value on what they maintained was an ill plunge into the low-margin PC business via the Compaq merger. As it turns out, HP now has the most complete product portfolio with which to go after the coveted SMB market.
4. Enlisted the channel as a strategic ally. What good is the best SMB product portfolio without an army of solution providers to attack the market? Dell's newfound channel religion shows the limitations of a direct strategy. And IBM's sale of its PC business shows the danger of getting out of what it deemed to be a low-margin market segment. Sure the margins are low. But IBM lost contact with SMB solution providers as a result of the PC sale and HP was more than happy to fill the void.
5. Hired Mark Hurd. HP needed an outsider with operational experience and no agenda. He eliminated many redundancies and quelled much of the infighting. Hurd too takes the time and effort to meet with and listen to solution providers. Most high-profile CEOs view the channel as a faceless, amorphous beast. Hurd's taken the time to learn that the channel is human—good, bad and ugly. Under his guidance, HP's tried to embrace the good, and it's paid off. As one solution provider said Monday after hearing HP cracked the $100 billion barrier, "Hurd's the man."
Next: Conflict Resolution, Profitability, Channel Marketing All Make A Difference
10 Reasons Why HP Revenues Hit $100 Billion
6:49 PM EST Mon. Nov. 19, 2007
Page 2 of 2
6. Focused on reducing direct versus indirect conflicts. You can have rules of engagement, well-crafted channel programs and named direct accounts, but it's all a charade unless compensation plans back them up. Hurd's given his sales people quotas that are impossible to meet without strong collaboration from solution providers that add sales coverage and expertise not available insideHP (NYSE: HPQ).
7. Made HP products profitable for solution providers to sell. Of course product margins aren't anything to shout about, but at least HP is trying. They've come up with the Attach Plus program that allows solution providers to gain more margin by bundling more HP products into a solution. Competitors simply don't have the product portfolio to offer anything comparable. In an informal online CMP poll this week, for example, 45 percent of the respondents said they make the most money partnering with HP compared to 15 percent for IBM and 13 percent for Dell.
8. Makes products that don't burst into flames. HP by and large dodged the burning laptop adventures earlier this year. The company actually spends money on R & D with the intent of building better products and solutions. In 2007, HP's research budget topped $3.6 billion. Dell's R & D budget, by contrast, seems to consist of gaining technical expertise by buying up hot companies.
9. Buying hot companies. Okay, so HP does it too. Mercury Interactive was the big one this year, which gave HP a much needed boost in its software business. HP in fact closed 10 acquisitions during its last fiscal year. The key here is that HP has a balance between R & D and acquisition that many of competitors seem to lack.
10. Markets the channel to enduser customers. IBM (NYSE:IBM), for example, too often treats business partners as the crazy uncle no one wants to talk about. Rarely if ever do they mention business partners on analyst or earnings calls, despite the channel contributing more than a third of IBM's product sales. Not so with HP. Hurd, for one, often tells midmarket CIOs that the channel is HP's face to the SMB. If you've got a weapon as powerful as the channel, why not shout it to the world, as Hurd did Monday after the vendor passed the $100 billion revenue mark. "This is as much their [the channel's] victory as it is HP's," he said.
10 Reasons Why HP Revenues Hit $100 Billion
10 Reasons Why HP Revenues Hit $100 Billion
6:49 PM EST Mon. Nov. 19, 2007
Page 1 of 2
Hewlett-Packard (NYSE:HPQ)'s 2007 annual revenues shot past the $100 billion mark for the first time with sales reaching $104.3 billion for the year ending Oct. 31. Here are 10 factors that helped make HP a $100 billion baby.
1. Hired Carly Fiorina as CEO. What's this you say? One of the most controversial industry CEOs in recent memory, Fiorina never figured out the HP Way and her tenure was marked by internal struggles. But she did engineer the takeover of Compaq. Only Fiorina, the consummate corporate politician, could have fought the Hewlett family and widespread shareholder and employee dissent to garner enough votes to swing the $87 billion merger. That merger transformed HP into the industry standard server powerhouse and wrestled the lead in the PC industry away from Dell (NSDQ:Dell).
2. Fired Carly Fiorina. She honchoed the deal through, but she couldn't get the Compaq and HP people on the same page. The two cultures clashed between the volume Compaq mentality and the value HP mindset. Nowhere was that more evident than on the channel side of the business. HP value players couldn't stomach the pump up the volume music foisted upon them by former Compaq folks thrust into key channel positions. Thankfully, the HP board finally said enough to this infighting and gave Fiorina the golden parachute.
3. Refused to break up the company. Many shareholders, analysts and industry pundits felt that the HP crown jewel was its printing and imaging business. Spinning that out into a separate company, they reasoned, offered the best hope to recoup the value on what they maintained was an ill plunge into the low-margin PC business via the Compaq merger. As it turns out, HP now has the most complete product portfolio with which to go after the coveted SMB market.
4. Enlisted the channel as a strategic ally. What good is the best SMB product portfolio without an army of solution providers to attack the market? Dell's newfound channel religion shows the limitations of a direct strategy. And IBM's sale of its PC business shows the danger of getting out of what it deemed to be a low-margin market segment. Sure the margins are low. But IBM lost contact with SMB solution providers as a result of the PC sale and HP was more than happy to fill the void.
5. Hired Mark Hurd. HP needed an outsider with operational experience and no agenda. He eliminated many redundancies and quelled much of the infighting. Hurd too takes the time and effort to meet with and listen to solution providers. Most high-profile CEOs view the channel as a faceless, amorphous beast. Hurd's taken the time to learn that the channel is human—good, bad and ugly. Under his guidance, HP's tried to embrace the good, and it's paid off. As one solution provider said Monday after hearing HP cracked the $100 billion barrier, "Hurd's the man."
Next: Conflict Resolution, Profitability, Channel Marketing All Make A Difference
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