Beacon, www.askbeacon.com – the Information Technology Systems (ITS) infrastructure solutions provider known for designing, implementing and managing some of the most robust, high-performance and fully integrated turnkey IT available, today reported on the bright future of its near-term sales opportunities.
CEO of BEAC, Bruce Widener, commented on the amazing trajectory of the Company since inception in 2007, and the constantly improving business model and ability of BEAC to adapt by successfully shifting from lines of business that were unsuitable for profitability goals.
Widener pointed out how the Company has withdrawn from unproductive areas to focus on its core competencies of:
• ITS Engineering (IE)
• Service Delivery Management (SDM)
• ITS Contract Services (ICS)
• ITS Construction Management (ICM)
The Aggregate Future Value of the Company’s Project Backlog, which is a good barometer for projected revenue impact from outstanding engagements in a one- to four-year time frame, stands at an impressive $76M and represents engagements within the core operating area.
Chief Marketing and Sales Officer at BEAC, Mark Gervasoni, described the Company’s strategy of adding to this measure via a strong pipeline of new sales opportunities, generating a great deal of business each quarter.
Gervasoni quantified the current sales pipeline by listing several new potential engagements with projected value, and their relative core disciplines:
• Data center infrastructure project (design, engineer and manage) with an existing pharmaceutical client (IE/SDM/ICS) for some $15M
• Building automation management solution and accompanying ITS infrastructure deal under the new Smart Enterprises vertical for a huge indoor shopping mall (IE/CM) for roughly $1.2M
• Providing ITS managed services on a trial basis to three different facilities of an existing pharmaceutical client (IE/ICS) for roughly $1M
• Design and engineering on a Mountain Region fiber optic ring project (IE/CM) for an estimated $2.5M
COO of BEAC, Jerry Bowman, noted the tight-knit integration of the Company’s operational and sales teams in advancing projects from opportunity to engagement and how the result was extremely efficient governance of service delivery, gross margin and resource allocation targets.
Let us hear your thoughts below:
