8x8 2015 Annual Report Download - page 15

Mary Ellen Genovese, Chief Financial Officer.
Mary Ellen Genovese, age 55, has served as our Chief Financial Officer since November 2014.
Ms. Genovese had been serving as our Senior Vice President of Human Resources since July 2014 and prior to that, as a consultant to the
Company since April 2012. Prior to joining the Company, from 2008 to 2011, Ms. Genovese served as a consultant to a Fortune 50 security
company. From 2004 through 2006, Ms. Genovese was the Chief Financial Officer of Savi Technology, Inc. Prior to joining Savi Technology,
she was Chief Financial Officer of Trimble Navigation Limited from 2000 to 2004. Between 1992 and 2000, Ms. Genovese worked at Trimble
in a succession of other financial and accounting positions, including VP of Finance and Corporate Controller. Ms. Genovese holds a B.S.
Degree in Accounting from Fairfield University and received her CPA license from the State of Connecticut.
Darren Hakeman, Senior Vice President of Product and Strategy. Darren Hakeman, age 45, has served as our Senior Vice President of
Product and Strategy since September 2013, and was a consultant to the Company starting in May 2013. From 2009 to 2013, Mr. Hakeman
worked as a strategic advisor to leading Silicon Valley companies and emerging start-ups including Authentication Metrics, Inc. (now Agari),
Blackfire Research, and a major global security company. Prior to 2009, he served as Senior Vice President of Operations for a SaaS Business
Unit of Lockheed Martin that emerged following Lockheed's acquisition of Savi Technology, Inc. He received a B.S. and an M.S. in Electrical
Engineering from Stanford University.
Puneet Arora, Senior Vice President of Global Sales. Puneet Arora, age 39, has served as Senior Vice President of Global Sales since January
2015. From January 2013 to January 2015, Mr. Arora was Vice President and Head of North America Sales at LivePerson. From August 2010 to
August 2012, Mr. Arora led Cloud CRM Sales - North America - West for Oracle. From September 2007 to November 2009, Mr. Arora was
Vice President of Corporate Sales for Salesforce.com. He received a B.S. in Computer Engineering from Iowa State University.
ITEM 1A. RISK FACTORS
If any of the following risks actually occur, our business, results of operations and financial condition could suffer significantly.
Our success depends on the growth and customer acceptance of our services.
Our future success depends on our ability to significantly increase revenue generated from our cloud communications and collaboration services
to business customers, including SMBs and mid-market and larger distributed enterprises. To increase our revenue, we must add new customers
and encourage existing customers to continue their subscriptions on terms favorable to us, increase their usage of our services, and purchase
additional services from us. For customer demand and adoption of our cloud communications and collaboration services to grow, the quality,
cost and feature benefits of these services must be sufficient to cause customers to adopt them. For example, our cloud telephony and contact
center services must continue to evolve so that high-quality service and features can be consistently provided at competitive prices. As our target
markets mature, or as competitors introduce lower cost and/or differentiated products or services that are perceived to compete with ours, our
ability to sell new customers and obtain renewals from existing customers could be impaired. As a result, we may be unable to extend our
agreements with existing customers or attract new customers or new business from existing customers on terms that would be favorable or
comparable to prior periods, which could have an adverse effect on our revenue and growth.
Historically, our core service offerings have been our cloud telephony and contact center services, which contributed a substantial majority of
our revenues in fiscal years ended March 31, 2015, 2014 and 2013. Marketing and selling new and enhanced features and services, and
additional communications and collaboration offerings, may require increasingly sophisticated and costly sales efforts. Similarly, the rate at
which our customers purchase new or enhanced services depends on a number of factors, including general economic conditions and their
reactions to any price changes related to these additional features and services. If our efforts to upsell to our customers are not successful and
negative reaction occurs, our business may suffer.
To support the successful marketing and sale of our services to new and existing customers, we must continue to offer high-quality education
and customer support. Providing this education and support requires that our customer support personnel have specific technical knowledge and
expertise, making it more difficult and costly for us to hire qualified personnel and to scale up our support operations due to the extensive
training required. The importance of high-quality customer support will increase as we expand our business and pursue new mid-market and
distributed enterprise customers. If we do not help our customers quickly resolve post-deployment issues and provide effective ongoing support,
our ability to sell additional functionality and services to existing customers will suffer and our reputation with existing or potential customers
will be harmed.
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