1. The International!
Man of !
Mystery!
Who is the MPS Consultant,
where is he coming from
and what is he made of?
Four industry experts weigh-in on what makes a successful managed print
services consultant. Looking back at which MPS consultants they have hired
(and consequently had to fire), these experts give advice on where to find the
right people, what qualities those people should exhibit and the attributes that
set them apart from the traditional salesperson.

2. Sally Brause (SB) is the Director of Human Resources Consulting at
GreatAmerica Leasing. Her areas of expertise are attracting, motivating
and developing top talent and she has been sharing this expertise with
office equipment dealers and resellers over the last couple years. Brause
has a sincere desire to help clients become more successful by working
with them to leverage their human capital developed through her work for
several top companies in senior Human Resources roles. She is certified
as a Senior Professional in Human Resources (SPHR) and has been
certified as a Compensation Professional through World at Work.
Tim Brien (TB) has
more
than
13
years
of
industry
sales
experience,
nine
of
which
are
in
the
imaging
industry.
Prior
to
joining
OKI
Data
Americas
where
he
now
holds
the
position
of
Director,
MPS
Sales,
Brien
worked
for
PrintFleet
since
the
company’s
inception.
At
the
time
he
directed
numerous
dealerships
to
successful
enterprise
print-­‐management
implementations
and
was
responsible
for
creating
back-­‐end
procedures
for
the
company’s
“go-­‐to”
market
MPS
strategy
in
the
BTA
dealer
and
VAR
channels.
Prior
to
PrintFleet,
Mr.
Brien
was
an
Account
Executive
at
Ricoh
Canada,
Inc.,
where
he
built
custom
infrastructure
solutions
while
dramatically
increasing
the
company’s
customer
base.

3. With more than 28 years of imaging and office
printer experience at Hewlett-Packard as a senior executive, Print, Inc.,
and as founder of Red Sage Consulting, Doug Johnson has earned a
solid reputation as a pioneer in network printing and managed output
services solutions. In his current role with Supplies Network, Johnson is
responsible for managing Supplies Network’s award winning CARBON
SiX MPS program. Johnson serves as the chief financial officer of the
MPSA.
Michael Greenberg (GB) is an innovating leader in managed print
services and has lead Denver-based PrinTelogy, Inc., an 18-year
company focused in MPS, and Image Solutions, LLC., a 3-year old
organization partnering as the sole service and support provider for
Océ’s MPS offering in the United States. In addition to operating his
companies, Greenberg consults for and has resided on the advisory
boards of major printer and copier manufacturers, as well as being
instrumental in assembling IT infrastructure that significantly improve
company productivity, profit and customer service.

5. “I’m actually in the process of training the TSS (Technical and Software
Support) Group, which consists of Regional Solutions Consultants and
Regional Software Solutions Managers.

6. “Right now there are individuals who are available due to downsizing and changes—
and if so, you may be able to get a mid-level manager with the right set of talents and
behaviors that understand the industry and come across as very credible.
“I have seen dealerships hire right out of college and I think that can
be successful, but there has to be some caution that goes with that.
I’ve seen this work when you have a sales manager working closely
with that individual in terms of the initial appointment, face-to-face
meeting with the C-level individuals and as well as really helping
them close that sale.”

7. “If you look at MSPs, not VARs, who sell consultatively, they already
own the mission critical elements of the customer’s network and key
services, they know how to sell consultatively, so the leap for them to
selling the next adjacent service isn’t so hard, but they don’t have
domain expertise around imaging and printing.

9. One of the key criterions is somebody that can have that executive-level
discussion about business.

10. “They could be out to dinner, for example, and they notice that
things are not running smoothly, they are trying to diagnose the
problem, and figure out how they would solve it.”

11. “Some people mention bringing in fresh-face college folks, I struggle with that
because I think it’s harder for someone to sit down across from a CFO or a CIO or
a CEO and talk strategy, because they just don’t have the personal experience to
back it up.”