Americas Region

Initiatives
Joe Hartley
Vice President Operations
Americas Region
Americas Strategy Alignment
SMI GOALS
PRIORITY 1: MAKE MONEY
1 SMI Revenue
2 SMI Operating Income
PRIORITY 2: GROW
3 Solaris Conversions
4 Solaris Migrations
5 Solaris Revenue
PRIORITY 3: RE-ENLIST CHAMPIONS
6 RSI – Employees
7 RSI – Prospects
8 RSI – Customers
GSS GOALS AMERICAS INITIATIVES
Achieve GSS FY07 Revenue, COGS, Gross 1 Business Management
1 Margin, OPEX, and Contribution Margin
Goals 2 Calibrated Pipeline
3 Sales Planning
2 Achieve Practice Revenue Targets in FY07
4 Entry Points & Client Engagement Process
4 Achieve GSS Employee RSI goal of 85%
5 Talent Management
3 Achieve GSS Customer RSI goal of 93.4%
PRIORITY 4: LEVERAGE OUR PARTNERS
5 Achieve revenue growth goals in Tier 1 ISVs
6 Partner Capacity & Goaling
6 Achieve revenue growth goals for Global SIs
Achieve $30m partner margin improvement
7 7 Channel ROI Alignment
goals
PRIORITY 5: SIMPLIFY OUR BUSINESS
8
Improve Customer RSI “Ease of Doing
Business” scores
8 Return of Selling Time
9
Improve Employee RSI “I have the tools to do
my job” scores
Sun Confidential: Internal Only Page 2
 Business Management
Initiative Leader Lieto Support Lead: Hartley & Thomason
Exceed all financial goals in MRP for Regions, GEMs & Practices including revenue,
Initiative Description margin & OPEX. Refine, align, communicate and execute consistent reporting for
Region/GEM/Practice/Area
SMI Priority Linkage Make Money
Success Measure (GSS Meet GSS MRP (Y1.1)
Playbook Measure)

Sub Projects
Description Leader Success Criteria Complete Status
GEM VP &
Achieve each quarter's target
1 Margin Improvement Project in each GEM Practice Each Qtr Green
margin & planned actions
Leads
GEM VP &
Determine Big Bets & drive
2 Revenue goal achievement Practice Each Qtr Green
achievement
Leads
GEM VP & Proactive management via
3 OPEX goal achievement Practice educated & timely Each Qtr Green
Leads adjustments
Consistent “to go” reporting
4 Financial Reporting Alignment Thomason across Region, GEM, Q2 TBD
Practice, Area
Consistently deployed
5 GSS Business Management Alignment Hartley vocabulary & flow across Q2 Green
Region, GEM, Practice, Area
Sun Confidential: Internal Only Page 3
 Calibrated Pipeline
Initiative Leader Lieto Support Lead: Walker
Refine, communicate and execute consistent methodologies and measurements for
Initiative Description managing the pipeline to achieve SMI revenue according to practice requirements and
margin targets
SMI Priority Linkage Make Money & Grow
Success Measure (GSS Meet GSS MRP (Y1.1)
Playbook Measure) Grow the Practices Business (Y2.1-Y2.4)

Sub Projects
Description Leader Success Criteria Complete Status
Identify High Margin Products for
1 Walker Oct 06
“10X” Goal
Fully Implement Practice Pipeline Common expectations agreed to at
2 Walker Oct 06
Support & Measurement the Region and Mgt levels
Oct-Nov
3 Deploy Reporting System Walker
06
Cook Leaders as Coaches
Align US Selling Areas to new Pipeline Oct-Nov
4 Common usage across the Region
Reporting Cook 06
– terminology, concepts, reporting
Align Field Marketing activities to Oct-Nov
5 Hornberger
Calibrated Pipeline plan 06

Sun Confidential: Internal Only Page 4

 Sales Planning
Initiative Leader Lieto Support Lead: Hartley & Wagner
Initiative Description Implement sales planning methodologies for accounts, territories & Partners
SMI Priority Linkage Make Money & Grow
Success Measure (GSS Meet GSS MRP (Y1.1)
Playbook Measure) Grow the Practices Business (Y2.1-Y2.4)

Sub Projects
Description Leader Success Criteria Complete Status
Documented and updated plans, with
Implement GSS Account Plan new Potential Opportunities, Margin
1 Marston Q2
Initiative for top 100 accounts Improvement Objectives and Actions,
for Top 100 Accounts.
Planning standards established and
Marston Nov 1, 06
Implement Entry Point Plan for all communicated to GEMs
2
other Accounts and Territories Portfolio and Territory plans updated to
Marston Dec 1, 06
meet standards
Standard review and coaching structure
Marston for Account Plans established and Nov 1, 06
Conduct review processes communicated
3
minimum of 3 times/year Marston Training provided to REs and AVPs Dec 1, 06
Account Plan reviews conducted in Q2,
Marston Q4
Q3 and Q4

Sun Confidential: Internal Only Page 5

 Sales Entry Points & Client Engagement
Initiative Leader Lieto Support Lead: Knopfler
Sales Entry Points are how we align key customer initiatives or pain points to key
product & service offerings from Sun. The Client Engagement Process is a method
Initiative Description
of how to engage with a customer to define how Sun offerings address customer
initiatives.
SMI Priority Linkage Make Money & Grow
Success Measure (GSS Meet GSS MRP (Y1.1)
Playbook Measure) Grow the Practices Business (Y2.1-Y2.4)

Sub Projects
Description Leader Success Criteria Complete Status
Updated Process Flows with
1 CEP Process Improvement Knopfler Q2 Green
only Value-Added steps
Kits completed/published to
Develop and publish workout and Tatum Q2 Green
Win Team portal
2 workshop kits for all key sales Entry
Key Stakeholders agree to
Points for Calibrated Pipeline initiatives Knopfler Q2 Green
adopt new kits
Drive workout for key
Comprehensive CAP plan encompassing opportunities at least one
3 Knopfler Q2-Q4
all stakeholders per Rep. Per Quarter. Track
through win team portal.

Sun Confidential: Internal Only Page 6

 Talent Management
Initiative Leader Lieto Support Lead: Bugaj
Initiative Description Implement programs that attract, retain and develop the top talent in the industry
SMI Priority Linkage Re-Enlist Champions
Success Measure (GSS Achieve GSS Employee RSI Goal of 85% (Y3.2)
Playbook Measure) Achieve employee retention goals (Y3.2.1)

Sub Projects
Description Leader Success Criteria Complete Status
1 Leadership Selection and Development Lieto
2 Director Levelling Lieto

3 Compensation: Target IB focal to top 20% Lieto

4 Compensation: ISO “F” Level Bugaj
5 Aggressive Performance Management Lieto
Job Specific Profiles, Analysis &
6 Bugaj
Assessment

Sun Confidential: Internal Only Page 7

 Channel Capacity & Goaling
Initiative Leader Wagner Support Lead: Hartley
Improving the value proposition that Sun offers our Partners & the value our Partners
Initiative Description
bring to Sun is critical to success for both
SMI Priority Linkage Leverage Our Partners
Success Measure (GSS Achieve revenue growth goals for Global SIs (Y4.1)
Playbook Measure)

Sub Projects
Description Leader Success Criteria Complete Status
Channel capacity definition (for Sales Charter agreed upon by all
1 Wagner Nov 10, 06
and Delivery) GEM Leads
Practice and
Define/communicate (skills /capacity All critical/key offerings have
Industry
2 /coverage) requirements for key channel readiness plan at Nov 10, 06
Channel
offerings launch
Leads
Every Area/GEM has an
Area/GEM
active Channel Capacity
3 Assess channel capacity Channel TBD
plan reported on every
Directors
business review.
Ongoing process for assessing and Area/GEM Adequate Channel capacity
4 reporting partner certification – Channel identified by Key offer and TBD
repository Directors Market.

Sun Confidential: Internal Only Page 8

 Channel ROI Alignment
Initiative Leader Wagner Support Lead: Hartley
Improving the value proposition that Sun offers our Partners & the value our Partners
Initiative Description
bring to Sun is critical to success for both
SMI Priority Linkage Leverage Our Partners
Success Measure (GSS Achieve Partner margin improvement goals (Y4.3)
Playbook Measure)

Sub Projects
Description Leader Success Criteria Complete Status
Implement GEM Margin Improvement GEM Leads,
1 Project Plan sub-projects related to Wagner &
Channel Kelley
2 Implement SPA program changes GEM Leads

Sun Confidential: Internal Only Page 9

 Return of Selling Time (ROST)
Initiative Leader Hartley Support Lead: Perez
Enable field sales personnel to be more efficient and effective by eliminating
unnecessary administrative work, reducing cycle time for key sales processes,
Initiative Description
reducing the number of tools the field needs to use and minimizing lost time due to
duplicative data entry.
SMI Priority Linkage Simplify our Business
Success Measure (GSS Achieve Employee tools and process simplification goals (Y5.2)
Playbook Measure)

Sub Projects
Description Leader Success Criteria Complete Status
Reduce Time spent on Deal Median cycle time reduction
1 Heyd Q3
Management/Approval processes of X% for deal types Y, Z
Ensure ISO/Storage Practice coverage and Coverage/Goaling aligned at
2 Hartley Q2
goaling alignment least to Region (Area) level
Reduced reschedules
Q2/Q3
Eliminate Field non-value added time spent (COSD metric @ 100%),
3 Hartley
on delivery related issues 100% Rep notification on
reschedules, within X time
Reduce time spent fulfilling Customer needs Cust Ops
4 TBD Q3
for eval/certification systems Lead
Increase Sun internal system uptime and Outages reduced to X,
5 TBD Q2
availability in LATAM MTTR reduced to Y hours
Sun Confidential: Internal Only Page 10