Having recently caught up with ServiceMax CEO, Neil Barua, Field Service News Editor-in-Chief, Kris Oldland realised just how unusual the story of ServiceMax is amongst tech companies. It is a story of twists and turns and now that Barua is driving...
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Aug 16, 2021 • Features • Dave Yarnold • Scott berg • servicemax • Leadership and Strategy • Neil Barua
Having recently caught up with ServiceMax CEO, Neil Barua, Field Service News Editor-in-Chief, Kris Oldland realised just how unusual the story of ServiceMax is amongst tech companies. It is a story of twists and turns and now that Barua is driving forward his own chapter in that story, Oldland felt it was an appropriate time to recount the epic tale of the start-up that changed the industry before becoming worth almost a Billion Dollars and ask Barua where the next chapter is going to be set in these most disrupted of times...
Most tech companies have a decent origin story.
Indeed, many could (and often have been) the subject of an entire book of their own. However, not many companies have the oh so many twists and turns that ServiceMax has had. The life story for most companies within the small $25Bn corner of the enterprise tech world that we in the field service sector call home is mostly Mills and Boon. A brief account of love that ends in the protagonist being whisked away to a quieter life far away from the frantic frontier world of innovation.
The tale of ServiceMax, at least to my mind, is more akin to the great epics, with a far less linear but ultimately more fulfilling story to be told, and like most great epics, it is a story that spans more than one volume.
Maybe it is simply because I have been personally close to the story from near the very start that I see it in this way - although I personally don’t think it is just that. I’ve been there at the birth of several companies within our sector. I’ve watched them flourish and then watched them fade back into the general noise of the industry as the cycle of innovation and acquisition, acquisition and innovation rumble ever onwards.
Such companies, the Coresystems’, the TOA’s and the FieldOne’s, all had their stories. They all had their heroes, and they all had their moments in the sun. Yet, there was a sense of inevitability when it came to the final chapter. Slowly, inevitably, they became assimilated into the corporate colours of the respective industry giants that acquired them along the way. There is no shame in that. Indeed, it is the way these things are generally done; ultimately, the innovators almost always end up becoming a footnote in someone else’s story.
"From these humble origins, which can be traced back to a two-week project Athani and Hari initially built for a client under the moniker of Maxplore, ServiceMax quickly rose from start-up to genuine market leader in record time..."
And this is what makes the ServiceMax story so intriguing.
Despite being the biggest prize of them all, despite hitting the headlines across the global technology press when GE acquired them for close to a Billion dollars, simultaneously shining a spotlight onto our sector like never before, the GE chapter remains a footnote in the ServiceMax saga and not the other way around.
As I say, I’ve been privileged to have a front-row seat for almost a decade in the ServiceMax journey. For me, as an outside observer watching the company move through its various evolutions, there are three very distinct personas of a company that has dominated our industry headlines for that same period.
Firstly, there was the brash, brightly coloured ServiceMax, all bold colours, orange lettering against a big blue cloud if I recall. Built on the Salesforce platform but identifying a gap in the market and meeting it long before the rest of the world had begun to catch up. This first iteration was the story of the plucky start-up rising to become the industry titan. It was a true story of disruption and vision.
It was only over the year’s as I got to know then CEO Dave Yarnold better that I realised just how humble the origins had been for the company. I remember Yarnold recalling one story about their rented office in a tucked-away corner of Silicon Valley lovingly nicknamed the beige palace and having to head over to Best-Buy to pick up a TV so he and founders Hari (Subramanian) and Athani (Krishna) could give a presentation to their first-ever prospect.
Yet, from these humble origins, which can be traced back to a two-week project Athani and Hari initially built for a client under the moniker of Maxplore, ServiceMax quickly rose from start-up to genuine market leader in record time.
“We looked at what everybody was doing around service and we thought everyone was missing the point,” Yarnold explained in an interview with me back in late 2016. It was this confidence that they had found a missing piece of the puzzle that oozed throughout the business. The best way to describe how ServiceMax operated in this period was with the confident swagger of a youthful start-up that knew they were destined for the stars.
Of course, the rise was meteoric. By the time they had reached the top of the FSM tree, the value of that success was the acquisition of ServiceMax by GE for an eye-watering $915 Million. While rumours of various potential suitors to acquire the Pleasanton based company had been circulating for some time, this was an acquisition from the left-field not only regarding the price tag but also, who was paying it.
However, as the dust settled, increasingly the acquisition on the surface at least, seemed to make sense. As Scott Berg, former ServiceMax COO who took over the CEO mantle from Yarnold after the initial transition to GE had been completed, explained to me when I sat down with him at the Minds and Machines conference back in 2017.
“I think with GE being largely a company and culture built around engineers, we have both shared an asset centric perspective on service. For us, it was always about a system of assets in the field that customers wanted outputs and outcomes from - we were never about being your typical field service, scheduling only solution. For us it was an awareness of the people, the schedule and the asset. And certainly GE’s culture is grounded in engineering, machinery and assets - so we are on the same page.”
Indeed, if the first iteration of ServiceMax was characterised by a swashbuckling and pioneering approach to rethinking field service management, the GE period in their history was one better characterised by a more restrained and cohesive approach as part of a bigger, more holistic whole.
"If you look at GE as a company, I like to call it the largest field service company in the world. There are tens of thousands of technicians, and the vast majority of revenue at GE is derived from service contracts”
- Scott Berg, Former CEO, ServiceMax
As Berg had explained, “if you look at GE as a company, I like to call it the largest field service company in the world. There are tens of thousands of technicians, and the vast majority of revenue at GE is derived from service contracts”. Suddenly, the vision of the future of field service management that Hari, Anthani and Dave had successfully convinced our sector was the way forward was now backed up by an organisation that had the engineering gravitas to put it to the test and had backed that vision with an investment that broke all records within the FSM sector.
For many FSM companies, this is where the story may have ground to a halt. ServiceMax was increasingly aligned within the ill-fated GE Predix platform as part of GE Digital; this is the point in the story where all too often, rebrands occur, and the identity at the core of the acquired business is slowly eroded.
Yet, while the wider GE Digital business faltered (most notably Predix, which at the time was the archetypal solution for a problem no one had yet found), ServiceMax continued to report above industry earnings.
Indeed, when GE finally made the decision to carve out their GE Digital business into a standalone company (against a backdrop of analyst rumours of a distinct lack of buyers for the various elements of the portfolio and GE’s confidence in their move into growth tech markets appearing to wane), it is little wonder that ServiceMax, the jewel in the crown that had continued to shine in an ailing portfolio, remained the one valuable asset that GE could cash in on.
As such, SilverLake, the private equity firm with investment in significant technology brands such as Dell Technologies, Stripe and Peloton among many others, were able to take advantage of the uncertain future of GE Digital and introduce the third chapter into the ServiceMax story.
And the man shaping this latest chapter of the story is Neil Barua, current CEO of ServiceMax. I recall first meeting Neil within just a few days of his announcement as CEO as we met over a beer in the dry heat of the Palm Springs desert. It had been a long day for us both; I had been chairing the mainstream at Field Service USA; Neil had literally just arrived an hour or so before we met.
Yet, at the time, I recall saying to him that his passion for the role he had just taken on and the belief he expressed in the importance of how the field service sector keeps the world turning had echoes of some of those earliest conversations I had held with Yarnold almost a decade earlier.
It’s hard to pinpoint, but there was already a distinct hint of the confidence, the belief and the sheer desire to be the change that the world needs that came across in that first conversation.
Of course, in the two years in between, our world has changed immeasurably. The appealing idea of another relaxed conversation in the Californian sun seems like a long way off still as the dust settles from the pandemic.
Yet, in many ways, everything Barua said to me that evening about the importance of the field service sector was laid bare for us all to see as we collectively made our way through what have been truly unprecedented times.
“This is a time period where partnerships really matter, so we’ve reached across the aisle on both sides to make sure we do right by our customers...”
- Neil Barua, CEO, ServiceMax
His point about field service engineers being the unsung heroes of industry, now seems more prescient than ever after a year where it has been the field service workers that have quietly kept things ticking over while the rest of us adapted to the monotony of lockdown life safe in our private bubbles.
Neil and I have spoken occasionally in the intervening period, most notably after the announcement that Salesforce Ventures invested a further $80 Million into ServiceMax at a time when the partnership between the two is being firmly re-established.
It is another interesting twist in the tale, and to return to our literary metaphor from the beginning of this article; it is almost the classic plot of lost love rekindled. The classic 90s rom-com story arc of a reunion between two high-school lovers that had grown apart as they made their own paths in the world before rediscovering their affinity for each other at a later point when they are now both mature enough to realise how much they genuinely compliment each other.
ServiceMax, as we’ve covered, have had their growing pains, especially in the fall-out of the uncertainty of the GE Digital restructuring, but so to have Salesforce.
Like ServiceMax, they are another industry pioneer who for so long had so much potential to dominate within the FSM space given their position as the world’s number one CRM. Yet, somehow they never quite managed to hit the mark in terms of truly understanding the market’s needs in the granular detail that their peers and competitors did. This very much changed with the acquisition of ClickSoftware.
While the technology acquired was well accepted as an industry leader in the scheduling space, it was the depth of knowledge from former ClickSoftware CEO Mark Cantini (now GM Field Service Salesforce) and down throughout the team that has since moulded Salesforce into a true giant in the industry.
With Silverlake’s backing of ServiceMax and a newly invigorated Salesforce working in closer harmony, each aware of their own particular strengths they bring to the table, it is a formidable combination – and as our industry goes through the birth pains of seismic change brought on by the global disruption of the pandemic, to be blunt, our sector desperately needs our brightest and best innovators on top of their game and pulling in the same direction wherever possible.
As Barua commented when I spoke to him about the partnership while we were still in the depths of the pandemic, “this is a time period where partnerships really matter, so we’ve reached across the aisle on both sides to make sure we do right by our customers.”
At the heart of that partnership is Asset 360, which was at the centre of our last discussion when we caught up on Zoom a little earlier in the month.
“What does successful service delivery look like?” It was a question that we had drifted into as we had started to discuss just how much the perceived value of field service may have changed as our industry adapted to a post-pandemic world.
"As we continue to grow rapidly and expand into new industries with Asset 360, our core tenant of customer obsession still remains central to everything we do. All decisions we make around product and partnerships are all done with our customers in mind..."
- Neil Barua, CEO, ServiceMax
“For me,” Barua replied, “it absolutely requires a collection of well-orchestrated actions and data - an all-encompassing solution that supports the post-pandemic world. Honestly, that’s precisely where Asset 360 comes in – there really is no use case that we cannot support in this new era of work.
“It is one of the many reasons, that I’m incredibly optimistic about ServiceMax’s future. Despite all of the challenges and hardships we’ve faced in the last 18 months, we’ve moved so far, so fast and now the momentum is strong, to build a future that will take advantage of technologies to drive service excellence to a whole new level.”
Yet, for all the technological innovation that has come out of the ServiceMax team across the years and various iterations, there is one thing that remains consistent throughout. One thing that has become so woven into the company’s DNA that it has permeated through every incarnation and continues to shine through under Barua’s leadership.
That is an intimate understanding of the importance of customer-centricity, both for ServiceMax themselves but also for the industry they serve.
“As we continue to grow rapidly and expand into new industries with Asset 360, our core tenant of customer obsession still remains central to everything we do. All decisions we make around product and partnerships are all done with our customers in mind,” Barua explains.
“Our priority will always be to help them run more profitable, efficient service operations and ensure uptime on the world’s most important assets,” he adds.
If the first iteration of ServiceMax had the brash confidence of the arrogant start-up set to conquer the world, and the second iteration of ServiceMax had the confidence of being part of one of the world’s most iconic and successful brands, then this third iteration of ServiceMax has the confidence of a company that has been at the forefront of the industry for so long that they don’t just get the t-shirt, these guys make the t-shirts now.
Despite the significant investment from both Silverlake and Salesforce Ventures, ServiceMax distinctly has an air of entrepreneurship back in the mix and that stems no doubt from Barua’s own personal flair.
The entrepreneurial innovator is a role that just seems to suit the company better perhaps than the smaller cog in the corporate wheel that they had become under GE. It is hard to explain why, but some companies just have a natural persona and this third iteration of ServiceMax just seems to have found the right blend that fits with their corporate DNA.
Indeed, it is this blend of individual flair met with genuine passion and deep subject matter expertise that for me personifies ServiceMax and it is one that permeates across many members of the team I have grown to know well over the years (such as senior members of the Global Customer Transformation team like Kieran Notter and Coen Jeukens two of the brightest minds in the industry.)
Yet ServiceMax, also are making more measured movements this time around, perhaps having gone through the corporate machine, but equally in no small part down to Barua’s leadership and previous experience as CEO at fintech provider IPC Systems.
As our industry moves through yet another mass evolution, once again at a breakneck pace, indeed at a more incredible pace than ever before, I fully expect Barua’s iteration of ServiceMax to be at the vanguard of the innovation once more.
Whatever comes next, though, in the ServiceMax story, it almost certainly won’t be part of the standard script
Mar 02, 2018 • Features • Alastair Clifford-Jones • Anup Sharma • Magazine (digital editions) • Michael Blumberg • Rei Kasai • Dave Yarnold • Internet of Things • servicemax • Servitization • Teleflex • Customer Satisfaction and Expectations
As we enter into another year it seems like the speed at which our industry seems to be hurtling forward is showing little signs of slowing down.
As we enter into another year it seems like the speed at which our industry seems to be hurtling forward is showing little signs of slowing down.
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If anything it seems to be getting faster.
Across the last year, we saw the Internet of Things shift full throttle from being a concept adopted only by those on the leading edge to something that was very rapidly becoming mainstream within the field service sector. It seems that the technology is finally all beginning to fall into place and the dual rise in prominence of outcome-based services and preventative maintenance means that IoT is at the forefront of most service organisations as we move into 2018.
One of the earliest and major proponents and enablers of IoT within field service was, of course, ServiceMax and when we saw the first fruits of the union between them and GE earlier this year with integration between the ServiceMax solution and GE Digital's Asset Management Performance solution we perhaps saw one of the last major missing parts of the puzzle of how IoT can be embedded within a field service workflow slot right into place.
Indeed, the acquisition of ServiceMax by GE whilst coming perhaps out of leftfield initially appears to be making more and more sense and so far at least it seems that as opposed a technology being lost to the wider market when swallowed up by a behemoth of an organisation such as GE, ServiceMax are set to become an even more prominent player as part of the GE DIgital stable as they push out into hitherto uncharted markets with a message of service excellence for all. The vibe was certainly all positive at the European leg of Maximize towards the end of the year and you can find my exclusive interview with Dave Yarnold, Rei Kasai and Anup Sharma.
At the other end of the evolutionary spectrum, but with just as much potential impact on the field service sector is New York-based startup Nanowear. Wearables have never really hit the heights that they should have so far in the field service sector, but Nanowear's smart cloth has huge potential to be utilised in smart clothing that could reduce the risk for lone workers. These folks are just at the start of their journey but are certainly one to watch and you can read why I think so on.
However, whilst technology is undoubtedly playing a more and more dominant role in our industry, there are certain maxim's that hold true and once again we see the importance of adopting an outside-in viewpoint when it comes to establishing a high level of customer satisfaction being re-iterated by a number of our columnists in this issue.
Both Nick Frank and Jan Van Veen to authors whose opinion and contribution to our humble little magazine I value very highly, raise the importance of understanding the customers wants needs and desires in their articles on this topic here and here respectively.
Interestingly, it is also a key theme in my interview with Matt Boretti, Strategic Director, Teleflex who is just six months into his role establishing a new Customer Experience group of his organisation.
Meanwhile, Alastair Clifford-Jones really brings home the increasing importance of field service when he points out how the focus of field service is shifting towards driving strategy rather than being a recipient of it and Michael Blumberg delivers his usual excellent deep level insight into this issue's lead article exploring how field service companies can deal with digitalisation, uberization and servitization which you can find on page 26.
The field service sector as a whole is moving into 2018 with a swagger, service delivery is more important than ever before and ours is an industry that is now reaping the rewards for embracing emerging technologies.
Long may it continue!
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Mar 17, 2017 • Features • Mergers and Acquisitions • Meridium • Dave Yarnold • General Electric Digital • servicemax • Software and Apps
In a year full of M&A activity that will impact our sector in ways as yet unknown the biggest story of all was certainly GE Digital’s acquisition of industry leader ServiceMax. Kris Oldland spoke exclusively to Dave Yarnold, CEO ServiceMax the...
In a year full of M&A activity that will impact our sector in ways as yet unknown the biggest story of all was certainly GE Digital’s acquisition of industry leader ServiceMax. Kris Oldland spoke exclusively to Dave Yarnold, CEO ServiceMax the morning before one of the biggest press conferences of his life...
KO: Exciting day for you folks is probably a bit of an understatement?
DY: Yes, it’s a very exciting day for us. Today signals the completion of a truly remarkable cycle and the beginning of a new chapter. Although, we’ve been saying it’s a new chapter, but it feels like it’s a new book because what we have been through over the last 9 years has been a book in itself. So yes, very exciting.
KO: Having just sold the business for close to a Billion dollars after 9 years of determined effort and hard work - no one would blame you if you wanted to spend the rest of your days sitting on a beach in the Caribbean sipping Margaritas - but that doesn’t quite sound like the Dave Yarnold way?
What’s the next step for you - are you going to be fully driving this next stage of the company’s evolution alongside the original team?
DY: Absolutely. I’m all in!
We’ve talked in the past about how I think that this segment is incredibly important and financially why service is really significant for all industrial sectors.
In some respects there has been a challenge for us to get awareness at the CEO and CFO level of the significance of what we do and I think to get the amplification of what we do with the GE brand and the additional component of what GE Digital are also doing, that is going to open a lot of doors. I just can’t wait.
I was in a meeting the other day with the chairman of a top five Telecom company globally, so the opportunity to be with a company that can open doors like that, and to be able to tell our story and have an impact at that level - it’s really, really exciting.
I now believe we can create that operating system for the industrial sector as a whole. I think service plays a key component, a very central component of that.
KO: One of the things that made ServiceMax such a special company, and one that grew so rapidly within the sector, was that whilst the product was software, the company intrinsically understood field service. Have GE Digital bought into that ethos or is that something you are going to have to push internally?
DY: They are one of our great examples of one of our customers who is benefiting from that approach and they have been so profitable from that.
However, to be fair their initial thrust around GE Digital has been technology orientated so the Predix platform and the ability to access, ingest and analyse data - that’s primarily what they have been about to date and that’s a technology play.
I think now that they have acquired Meridium and ServiceMax - the message will probably change and it will probably be a bit more solution oriented.
I think all of their previous messaging was reflective of their existing technology in digital and now as we move forward my guess is that it will begin to change and evolve in line with their product portfolio.
KO: ServiceMax is of course your baby, and we’ve spoken at length in the past about the fact that it was an fundamental passion for service that separated you from many of your competitors. What was it that convinced you that GE Digital would be a good home for the company to go on and flourish?
DY: First off I didn’t want ServiceMax to end up as another portfolio component within one of the major software players. That was just too obvious and not really interesting for us as an end state.
What I loved about GE was the fact that they really do understand service, they have an appreciation for the importance of service and they drive the majority of their profits through service.
So there is a shared core appreciation of service that is integral to both our companies, which is a great starting platform. But they are also a company full of smart folks, who can push us even further onwards. I genuinely think that together we can achieve some really, really great things.
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Mar 06, 2017 • aberdeen • Aly Pinder • FSN20 • Future of FIeld Service • Kevin Jones • MArne MArtin • Michael Blumber • Nexus • Nick Frank • on-Demand Economy • Panasonic • Quantum Annealing • BBA Consulting • Blumberg Advisory Group • Dave Yarnold • Jim Baston • selling service • servicemax • servicepower • Si2 partners • The Service Council • Touchbook20 • TOughbook • Parts Pricing and Logistics
Who are the most influential people in the global field service sector that you need to pay attention to in 2017?
Who are the most influential people in the global field service sector that you need to pay attention to in 2017?
The Field Service News #FSN20 is our list of the individuals we believe will be key influencers in our industry across the next twelve months. Those included in the list have been selected by our own panel of industry insiders, who were given the simple criteria of identifying people who will have a significant impact on field service thinking.
However, more than just an annual list of 20 individuals the #FSN20 has grown since it’s launch to become a true celebration of excellence and innovation within our industry.
There are some familiar names and some new faces on this years list and as always we don’t expect everyone to agree with our selection – at it’s heart the #FSN20 was conceived as a tool to get everyone in our industry thinking about who it is that they have come across in the global field service sector that has made them think, who has made them question the accepted paradigms, who has inspired them to do just one little thing more in their own day to day role.
The #FSN20 is not just about the list our panel has put together. It is about fostering discussion that celebrates the unsung heroes of the field service sector. So look out for the online version of this list as well to take part in the debate.
But for now, ladies and gentleman and without further a do, in no particular order, we are pleased to introduce the #FSN20 of 2017…
Click here to see page one of the 2017 #FSN20
Nick Frank, Founder and Managing Partner Si2 Partners
Having worked as an international consultant for over 6 years, Nick founded Si2 Partners last year bringing a new approach to consultancy by offering services on demand.
Nick’s focus is on service strategy development, servitization business models, ecosystems, innovation management, service operations and service business development. He works with companies in a diverse range of industries including engineering, high volume manufacturing, equipment manufacturers and technology. A regular columnist in the trade press and a excellent speaker often to be found at industry conferences, Nick also plays a pivotal role in organising the conference sessions for the UK not-for-profit group The Service Community.
Michael Blumberg, President of Blumberg Advisory Group, Inc
Michael Blumberg is the President of Blumberg Advisory Group and is a recognised expert in Field Service and Reverse Logistics in High-Technology industry.
Michael’s thought leadership, service system planning and strategy formulation are cited as having helped many organisations increase profits and he is a prolific author publishing a number of well received projects including white papers and educational video projects.
Aly Pinder, Director of Member Research & Communities, The Service Council
In previous editions we had a rule that we would only include one person per organisation within the #FSN20. However, ever since Aly moved from the Aberdeen Group to The Service Council, we knew we would have to repeal the rule, as both Aly and Sumair are industry heavy weights in terms of analysis of our industry.
In his new role he will be looking to further enhance the already well established research projects undertaken by The Service Community and his addition to their team makes The Service Council one of the most important groups in the entire global field service sector.
Tom Heiser, CEO, ClickSoftware
It may perhaps be unfair to comment that when Heiser took the reigns of the field service management software stalwarts ClickSoftware the company was perhaps at it’s weakest point in some years, indeed they remain a leading provider of field service management solutions at the forefront of the industry.
Yet, based on the sheer level of dominance that they once held and in light of the ever increasing quality of the competition in the field service management space, Heiser had little time to find his feet in the world of field service if he was to ensure the ClickSoftware brand remained as synonymous with delivering service excellence as it had to date - particularly in the natural uncertainty that an acquisition by a private equity firm can potentially cause.
However, having seemingly spent little more than a few hours in his own office for the first six months as he flew around the world meeting analysts, influencers and customers alike Heiser certainly appears to have not only established a firm grasp of the industry at large but also where the future for field service management technology lies and under his guidance the outlook for the iconic ClickSoftware brand appears to be on a very positive footing once more...
Marne Martin, CEO, ServicePower
With their next generation platform Nexus now firmly established within the market place ServicePower have re established themselves as a key company within the FSM solutions sector under the vision of Martin.
However, it is her focus on R&D that really continues to drive Service Power to the forefront of their sector. With a number of patents including a one focussed on quantum annealing that will see them developing cutting edge technology for the foreseeable future. Martin is also a very highly respected speaker on the international field service circuit
Jim Baston, President of BBA Consulting Group Inc
Baston of BBA Consulting is the proponent of Proactive Service, and is a master when it comes to understanding the delicate relationship between service and sales and how companies can maximize that relationship to enhance profits. Author, Speaker and Consultant Baston is an intelligent and experienced leader within his field whilst being a true gentleman and pleasure to talk to, to boot.
Kevin Jones Managing Director Computer Product Solutions, Panasonic Europe
Panasonic remain the undisputed leaders in the rugged space with the ToughPad and Toughbook brands synonymous with rugged computing. The Panasonic ToughBook20 is the worlds first fully rugged detachable and could just be the most perfect device for field service to date being both a tablet and a laptop.
Jones has spent a decade with Panasonic and has total responsibility for the entire ToughBook / ToughPad Products and Solutions in Europe, including Sales, Marketing, Engineering and Operations whilst also sitting concurrently on the board of Panasonic Manufacturing.
Dave Yarnold, CEO, ServiceMax
Within less than a decade Yarnold has taken ServiceMax from start-up to being purchased by GE late last year for close to a Billion Dollars.
However, the meteoric rise of ServiceMax wasn’t solely about the technology. Yarnold has a true passion for the service and that passion has filtered down and shone through at all levels of the organisation, which was perhaps the secret source that put them at the top of the sector - having been recognised as the leading FSM solution provider in the most recent magic quadrant report.
Now as part of GE Digital, Yarnold has even bigger visions of how ServiceMax can play a role in building an operating system for the entire industrial sector of which service will be a key component.
Big ambitions?
Yes. But Yarnold is a man that could possibly just do it.
Click here to see page three of the 2017 #FSN20
Field Service News is published by 1927 Media Ltd, an independent publisher whose sole focus is on the field service sector. As such our entire resources are focused on helping drive the field service sector forwards and aiming to best serve our industry through honest, incisive and innovative media coverage of the global field service sector.
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