The case highlights the development of a wide area network (WAN) optimization company since its founding day to its potential IPO. It explores the various challenges faced by management on the way, both in terms of determining what features are needed in the role of Vice President of Sales, and how to determine what to market model is the most suitable. Optigen highlights the risks of conflict and channel forecasting inaccuracies, especially for a company that wants to go public. The case starts with Robert Campos, general director of Optigen, is preparing for a series of meetings with investment banks to discuss the future IPO. His company recently missed its operational plan for the second time in three quarters. Campos is concerned that spotty track record will hurt his chances on the open market. Campos identifies two key, interrelated issues that need to be addressed immediately: broken forecasting process and inconsistent quarter compared with the previous quarter revenue growth. Inside, there is no connection between the forecasts provided by the sales department at the beginning of each quarter and the operating plan established by management. "Hide
by Kirk Bowman, James Lattin, Claire Magat Raffaelli Source: Stanford Graduate School of Business 15 pages. Publication Date: February 23, 2010. Prod. #: E359-PDF-ENG
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