Profile I Robert Green
Turbulent times call for good communicators
A merger, an earthquake and a weakening world economy to consider, Neil Tyler talks to Rob Green, the President and CEO of Renesas Electronics Europe
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or businesses operating in the current economic climate the next six months are going to offer what can only be described as a white-knuckle ride, as worries mount over the ongoing European financial and economic crisis and signs grow that the world economy is slowing. The last six months have been tough for Renesas Electronics and despite a strong recovery from the March earthquake in Japan, a slowing world economy and the yen’s continued strength have had an impact on profits and sales. Renesas Electronics was created in April last year following the merger between NEC Electronics Corporation and Renesas Technology Corp. The company focuses on three areas of technology expertise: microcontrollers, SoC solutions and analogue and power devices, and the merger was designed to create a stronger company capable of withstanding and adapting to a rapidly changing semiconductor market.
Since April last year the company has looked to leverage its resources, streamline its operations and focus on expanding its business to become a global player. In Europe its operations are headed by Robert Green. Green, who graduated from Birmingham University with a degree in physics and a Mtec in Electrical Engineering from Brunel, is no stranger to the challenges afforded to managing a merged organisation on the scale of Renesas Electronics.
On graduation he joined EMI’s Optical Central Research Laboratories; he then moved to Philips where as a marketing engineer he rose to become first the company’s manager for N&S America International Sales and then Consumer & Sales Marketing Manager for the company’s semiconductor division in the UK, after which he worked as Sales Director for Atmel, before joining NEC and becoming President of its European operations. He was appointed President and CEO of Renesas Electronics Europe in April 2010 when the merger went through. That’s one impressive track record. So had he envisaged working in electronics? “Not really, it happened as a result of the old milk round at university. That was
16 November 2011
when companies came to your university campus to attract and recruit graduates. It was relatively easy to get a job back then - in the early 1980s - and I joined EMI in part because at the time there was a brand awareness around the company and I thought their research laboratories would provide a good environment to kick off my career.”
While at EMI Green worked on video disc technology, initially for Philips and then JVC.
“That technology was superseded by video tape but at the time it was cutting edge. I do remember one of our bosses having gone to JVC - we were planning to roll-out the technology in the UK and to build a factory in Swindon - coming back to the lab with a small Sony disc, an audio CD, and we simply dismissed it. Within one year, however, our laboratory was working flat out on developing audio CDs and the factory in Swindon had been fitted out to produce them.” According to Green he uses this as a lesson, even today.
“It highlights the importance of engineers working closely with sales and marketing. They don’t always know what will succeed but the relationship needs to go both ways. “There tends to be more of that in US
and European companies than, perhaps, was the case with more traditional Japanese companies. In terms of our marketing operations here at Renesas, we are able to help steer the business and identify product specifications that are relevant to our global operations. The company is looking to turn itself into a global business and we have an important role to play in achieving that.” The new company is focused on capturing a growing share of overseas markets with high potential growth and is looking to benefit from the rapid economic development in emerging countries, such as Brazil, China and India, as well as exploiting the demand for reasonably priced products in the ‘smart’ energy market; as well as for MCUs and power products in fast growing segments such as LEDs, industrial applications, domestic appliances and automotive.
Components in Electronics “Across the board we’re taking a global
approach and looking to the market leaders in our customer base to identify and deliver the kinds of products they need,” he explains.
Philips Components After two years with EMI Green decided to leave and join Philips Components as a Marketing Engineer. It was a newly established division - Integrated Circuits - with a new team. Green joined and started work in the division’s marketing department.
“Interacting with people was what I’d found most interesting about my time at EMI. When CDs went into production and the research element had ended I became involved in a project to supply cameras to the Hubble telescope. I found interacting and working with numerous partners really stimulating. I got a tip from a colleague at Philips and joined their marketing team. “The market for integrated circuits was booming. Philips dominated the Teletext market at the time; we were selling microcontrollers with tiny memories but at prices that were incredible and there was a real energy in the group - which had been split into industrial and consumer. We were seen as the future back then.” While working in the UK he learned how to interact effectively with customers enjoying the plaudits but rolling with the hits. “You learn to pick yourself up when things don’t work out,“ he admits. “Sales is about listening and understanding the customer. You need to be their voice when you’re talking to your own quality or design purchasing departments. In my opinion sales should never be popular back in the organisation, if they are then they are not doing their job properly. I like to see them pushing the organisation hard, frustrating other departments and stretching the company’s infrastructure to support the customer.”
As the 1980s progressed it became
increasingly apparent that software was becoming an important part of the overall package being sold. “You had to be ahead of the curve. Thinking ahead and always planning well
in advance. I learned a valuable lesson while at Philips in that if you don’t your market can simply vanish. Philips accounted for 95 per cent of the chips supporting Teletext; TI came along with a programmable microcontroller which enabled customers to add their own value, and the market fell away. We weren’t able to respond quickly enough to a rapidly changing market.” Green also learned the importance of building long term relationships with clients. “Building account relationships take time but if you work with an established brand it can see you through the difficult times. Confidence and trust are vital.” Green worked for Philips for over 15 years. He was appointed manager for N&S America International Sales and then Consumer & Sales Marketing Manager for the company’s semiconductor division in the UK.
As the N&S America manager he worked in the company’s head office which brought with it a totally different perspective in terms of how the business operated. “My role was to drive product into the American markets so I was involved in developing strategies to sell video technology and we worked to get a foothold in the US automotive industry. I couldn’t believe how much paper was involved in getting the necessary accreditations.”
After four years he returned to the UK and was appointed Consumer & Sales Marketing Manager.
A fragmented business Philips at the time was organised on a national basis. Europe was not one entity and that brought with it a host of problems, as Green explains. “Each national market whether that was the UK, Germany or the Netherlands were strong in their own right, so there was always a nationalistic element to meetings and there was a lot of lobbying for resources. There was a lot of noise to contend with.
“It made decision making very difficult as you were dealing with a very fragmented business. When I joined NEC
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