Accelerance, the Global Software Engineering Authority, just created a seat at the table for a remarkable Managing Director in Business Development.
A bit about us…
Accelerance began in 2001 with the epiphany that great software engineering talent exists everywhere, all across the globe. The world truly is flat. Andy Hilliard, a former Peace Corps volunteer who built a career in software sales and services at companies like Siebel, Cognizant and his own Costa Rican software services company, Isthmus and Steve Mezak, a veteran of Silicon Valley startups and author of Software Without Borders, built a company that makes sense of the thousands of software engineering firms around the globe so that clients can outsource with confidence.
Vetting, validating, and score-carding more than 8,000 software engineering partners and matching them with clients is only part of what we do. Accelerance professionals travel the world assessing and forming relationships with Certified and prospective certified partners so that we can represent them with conviction and speak about what it takes to form a successful outsourcing relationship.
However, only matching clients to their ideal partner does not ensure a successful relationship. Accelerance provides coaching, leadership, and often deliverable ownership to the Client-Partner relationships to ensure that the client-partner union we create starts fast, succeeds fast, gains strength over time and weathers the inevitable storms of change and challenges.
Companies like Upwork and Toptal connect tech freelancers with companies in a SaaS model. This does not serve the demands of a scalable outsourced need that requires cultural alignment, collaboration across many individuals and processes and measurement across large endeavors. Conversely, companies like Cognizant, Infosys, and Accenture serve only huge companies who need to build outsourced teams in the hundreds and thousands. They are not built for the vast small-to-midsize market needing dedicated teams of 3-200 engineers that we serve.
Domestic engineering talent is hard to recruit, train and retain...and it’s expensive. Accelerance brings the top 3% of globally distributed software engineering service firms who manage between 50-1000 engineers (we say, “big enough to scale, small enough to care”) to the market who desperately need the benefits of vetted, top-tier talent pools, cost savings, best practices, domestic coaching and risk avoidance.
Accelerance has evolved quite a bit over the last few years but the mission has always been clear: To make the outsourcing of software engineering a successful, long term endeavor. For years we addressed the mission via our partner assessment, score carding, and brokerage services. However, we have determined that it wasn’t enough to serve that purpose. Clients need our hands-on advisement before and during the entire relationship lifecycle.
Today, we are trusted advisors to prospects and clients alike, ensuring that the relationships we create flourish and grow over the long haul. And we continue to enhance our global partner offerings beyond “deals” so that they evolve and improve over time.
Accelerance is relatively small but is poised and experiencing strong growth. We want to build a company of exceptionally smart people, passionate about making global software engineering relationship succeed. We want revenue-per-employee to far outpace employee growth. That means everyone is “in it to win it”.
And it’s working... revenue grew 55% last year because we are moving up the value chain to higher, more valuable services which solidify Partner-Client collaboration and allows us to nurture, guide and grow client relationships. This is the tip of the proverbial iceberg and we want new leaders to accelerate this even faster.
You’ll have budgets to support marketing and sales. We expect you to treat every dollar like your own.
The challenges are great as are the rewards, assuming you're confident, financially motivated and you seek recognition.
Our target companies have a dire need, but there’s a lot of competitive messaging and white noise, pretenders, bad models, and bad actors….
So, we must distinguish ourselves – by both our returns & our character. Our message needs to be tight, differentiated, and impactful. And you need to be that trusted advisor, confidant, and friend with the best, right model. That’s what makes this such a crucial new role.
If leading this Regional Office for Accelerance sounds appealing to you, let’s have a conversation. (Confidential, of course)