The case highlights the development of a wide-area network (WAN) optimization company from its inception date of its potential IPO. It examines the various challenges faced by management on the way, both in terms of determining what properties are needed in the VP Sales role and how to determine which of go-to-market model is best suited. OptiGen emphasizes the risks of channel conflict, and misperceptions, especially for a company that wants to go public. The case op … Read more »

The case highlights the development of a wide-area network (WAN) optimization company from its inception date of its potential IPO. It examines the various challenges faced by management on the way, both in terms of determining what properties are needed in the VP Sales role and how to determine which of go-to-market model is best suited. OptiGen emphasizes the risks of channel conflict, and misperceptions, especially for a company that wants to go public. The case begins with Robert Campos, CEO of OptiGen, preparing for a series of meetings with investment banks to discuss the prospects of an IPO. His company has recently missed its operational plan for the second time in three quarters. Campos is concerned that the spotty track record will harm their chances on the public market. Campos highlights two important issues with each other that need to be addressed immediately: a broken and inconsistent forecasting process quarter to quarter revenue growth. Internally, there is no connection between the forecasts of the sales team at the beginning of each quarter and the operating system plan put forth by the board are available.
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from
Kirk Bowman,
James Lattin,
Claire Magat Raffaelli
Source: Stanford Graduate School of Business
15 pages.
Publication Date: Feb 23, 2010. Prod #: E359-PDF-ENG
OptiGen HBR case solution