DriveCam has an immediate opportunity for an Enterprise Inside Sales Representative, who will be responsible for working with their Client Development team peers, Marketing, Sales, and Channel Development. The Enterprise Inside Sales Representative position is considered an entry-level Enterprise Sales Position. The ultimate goal of the Enterprise Inside Sales Representative is to help build a healthy sales pipeline by utilizing Marketing and Sales tools to reach into the C-suite of enterprise clients to set up Face-to-Face meetings on behalf of our sales team.

Responsibilities:

• Maintain, expand and re-engage with the current database of prospects
• Must follow up with prospects in a timely manner in conjunction with a Marketing campaign
• Work with Enterprise Sales Executives to set them up with meetings with strategic contacts
• Use online resources to map out organizations and determine potential initial points of contact
• Conduct research to support the Marketing department and their campaigns
• Conduct WebEx and Program demonstrations to prospective clients
• Attend Conferences and Trade shows upon request
• Expand and maintain current sales libraries and marketing tools
• Exhibit the organizational skills to efficiently manage an individual pipeline of prospects to the point where a F2F meeting is scheduled
• Coordinate meeting dates with AE and appropriate decision makers of targeted organization

Qualification Requirements:

• 6 months to 3 years of Prospecting, Sales, or Account Management experience
• Some experience in a customer facing, or cold calling role
• Experience attending trade shows with the intention of developing new business
• Must be detail oriented with a strong ability for interpersonal communication
• Strong verbal and written communication skills
• Team player with exceptional networking skills
• Experience effectively communicating with executives via phone and email
• Capable of developing strong personal relationships with key decision makers
• Possess a drive to both set and constantly chase team goals
• Ability to work without consistent, direct supervision will be beneficial
• Basic Microsoft Office skills
• Show an ability to conduct research using various online resources
• Must show advanced problem solving skills relating to diligently reaching out to prospective clients
• SalesForce.com CRM experience preferred
• Previous employment in customer service preferred
• A 4-year degree in business or related subject is preferred or equivalent experience

Those interested in this position can apply by submitting their resume (in Word format preferred) to jobs@drivecam.com. DriveCam is an Equal Opportunity Employer.

This position is responsible for supporting DriveCam’s NetSuite ERP system and related systems. This includes solution design, system configuration, design of customizations/interfaces, testing and delivery of solutions as well as ongoing maintenance of systems. DriveCam’s Enterprise Application environment includes NetSuite, Zuora and Salesforce.com.

Responsibilities:

• Defining and documenting solution design to meet business requirements
• Configuring solutions within NetSuite as applicable
• Collaboration with internal resources and vendor partners to develop customizations as needed
• Testing deliverables against requirements
• Solution implementation and rollout
• Training Business Superusers on new system features

Qualification Requirements:

• 5 or more years experience with ERP systems including a minimum of 2 years with NetSuite ERP
• Familiarity with billing systems, preferably subscription billing, and integration technologies (e.g. ETL, ESB)
• Knowledge of Salesforce.com or similar CRM system
• Experience in solution design
• Team oriented, with a collaborative approach for addressing challenges
• Highly developed organizational skills, ability to multitask and handle urgent interrupts with poise and professionalism
• Business acumen including knowledge of how a CRM and ERP applications can be utilized to improve business processes and the bottom line
• Excellent verbal and written skills, able to communicate ideas and concepts clearly and concisely
• Strong customer focus and ability to work directly with users in a professional manner
• Prior experience in a fast-paced, services environment
• Expert skills with MS Word, Powerpoint, Excel and other Microsoft Office applications

Experience/Education Required/Desired:

• Bachelor’s Degree or equivalent work experience
• Familiar with best practice approaches for software development, implementation and systems administration

Those interested in this position can apply by submitting their resume (in Word format preferred) to jobs@drivecam.com. DriveCam is an Equal Opportunity Employer.

It can get pretty frustrating for those running into challenges getting drivers to improve following distance. The resistance can wear you down and sometimes you may not feel like fighting the battle. But in the words of basketball coach Jimmy Valvano in a speech he gave on ESPN after being diagnosed with cancer, “Don’t give up, don’t ever give up.” This is the attitude you need to have when it comes to getting drivers to improve their following distance. Keep grinding away. You may not know it, but it is having an impact.

I recently received an email from a co-worker that re-energized me on the commitment to getting others to maintain a safe distance. This is a co-worker who has had to put up with my rants on following distance for many years.  Here’s his email:

“My wife was driving to work this morning going north on the 5 from Carlsbad to Irvine. She started to observe the young lady in the car in front of her following too close and hitting her brakes at the last second to avoid hitting the car in front of her. Finally, this young lady had to swerve to avoid hitting another car and ended up ramming the k-rail and being spun 180 degrees at 70 MPH facing my wife head-on when she finally stopped. The resulting collision involved 5 separate cars, including two cars behind my wife that were following each other too closely.  Fortunately, my wife was the only one who drove away unscathed without a scratch on her car. When I spoke with my wife, she said, “…the only reason I didn’t end up in the collision was because I was paying attention to my following distance after all the stories you’ve told me…

Thanks Del…your little voice in the back of my head (and now my wife’s) probably saved her from a devastating accident.”

You may never have the good fortune of such feedback but your efforts are having the same impact with your co-workers. Don’t give up. Don’t ever give up!

“As the leading provider of video-based safety solutions to fleets across the country, DriveCam is uniquely positioned to exceed the needs and expectations of our members,” said Mike Hajek, NJPA’s director of business development and marketing. “DriveCam’s solution has resulted in reductions of up to 80% in collision-related costs and 12% in fuel consumption in over 170,000 commercial and government vehicles. We are excited about the value this contract and the solution will offer our 35,000 member agencies.”

DriveCam addresses the causes of poor driving by combining data and video analytics with real-time driver feedback and coaching, resulting in reductions in collision-related costs, fuel consumption and maintenance costs. This is accomplished using DriveCam’s Driver Science Engine, a classification model that assists in identifying the riskiest drivers within a fleet. Through a patented, iterative process of scoring, prioritizing and tracking the results of driving behaviors, this model identifies those behaviors that will most likely lead to a collision and has provided significant savings by helping fleets more effectively manage their drivers. When risky driving occurs, driving behaviors are captured through in-cab video, which is objectively reviewed and scored and then passed on to the fleet  manager for use in coaching drivers; these short 12-second video clips provide the objective context for discussion with drivers about their behavior. Fleets manage the DriveCam Program through DriveCam Online®, a web-based online portal.

“We are delighted to work with NJPA and its member organizations,” commented DriveCam CEO Brandon Nixon. “By making it easier to purchase our driver risk management solution, NJPA will help local governments save money, while protecting their drivers and communities.”

About NJPA

National Joint Powers Alliance is a municipal contracting government agency established through legal statue in 1977. NJPA serves over 35,000 member agencies throughout the United States with competitively bid and awarded purchasing solutions from industry-leading vendors.

About DriveCam Inc.

As proven experts in the science of safe and efficient driving, DriveCam prevents collisions and reduces fuel costs by improving the way people drive. Our solution addresses the causes of poor driving by combining data and video analytics with real-time driver feedback and coaching, resulting in reductions in collision-related costs and fuel consumption in over 170,000 commercial vehicles. In addition, DriveCam recently acquired RAIR Technologies, adding compliance solutions to its suite of driver-centric safety solutions. DriveCam was recently recognized as #30 in The Wall Street Journal’s listing of Top 50 Venture-Backed Companies. For more information, visit www.drivecam.com.

“In this struggling economy, it’s unusual for a company to experience continued sales growth as strong as we have – three years in a row,” commented DriveCam CEO Brandon Nixon. “Our continued growth and market leadership is a direct reflection of the unique solutions we provide our clients in making them safer, more competitive and more profitable.”

In 2011, DriveCam expanded its business across a variety of industries, including trucking and distribution, transit, waste, utilities and federal/local government. Top-tier fleets added to DriveCam’s portfolio included ONEOK, Public Service Electric and Gas Co. (PSE&G),Waste Industries,Linde and Pat Salmon & Sons. In addition, many current clients expanded their relationship with DriveCam by adding additional vehicles into the program and extending multi-year contracts. These included First Transit, AmeriGas, ARS-Rescue Rooter,  NJ Transit ,Washington Metropolitan Transit Authority (WMATA) and Progressive Waste Solutions, among others. Further strengthening DriveCam’s footprint in the United States was its contract award by National Joint Powers Alliance® (NJPA). DriveCam also expanded its international footprint, including major client wins in Canada and South Africa. Ending the year, DriveCam’s SaaS-based services now support over 500 fleet clients and protect more than 400,000 drivers.

Also in 2011, DriveCam’s acquisition of RAIR Technologies allowed it to both broaden its services and expand its customer base. RAIR provides web-based safety and compliance services to many top fleets in trucking, distribution and transit, including 50% of the “Top 100” carriers in the U.S. and Canada. Its services allow fleet operators to efficiently manage hours-of-service logs, CSA safety scores, driver qualification and vehicle inspection requirements. Along with its acquisition of RAIR Technologies, DriveCam continues to invest in its technologies and services. It added to its patent portfolio covering key innovations in driver management; each of these patents further enhances DriveCam’s ability to deliver high-quality services to its customers.

“The combination of our strong balance sheet, the ability to invest in our business and our market momentum position us for continued market leadership,” Nixon continued. “We are proud to be working with some of the best fleets in the world and to be recognized by the investment community for the value we deliver. We are extremely bullish about 2012 and look forward to another year of strong sales expansion, strategic acquisitions and expanded job growth.”

About DriveCam, Inc.

As proven experts in the science of safe and efficient driving, DriveCam prevents collisions and reduces fuel costs by improving the way people drive. Our solution addresses the causes of poor driving by combining data and video analytics with real-time driver feedback and coaching, resulting in reductions in collision-related costs and fuel consumption in over 500 commercial fleets, while protecting more than 400,000 drivers. In addition, DriveCam holds the world’s largest database of risky driving, which is continually used to improve proprietary analytics and deliver insights into transportation industry trends. DriveCam was recently recognized as #30 in The Wall Street Journal’s listing of Top 50 Venture-Backed Companies. For more information, visit www.drivecam.com.

Position Summary:

This position will be responsible for coordinating the activities of DriveCam’s Network Services group.  This includes general program management, information security governance, vendor management and company-wide collaboration.

Responsibilities:

• Program Management – coordinate and track various investment initiatives, projects and requests from initial concept through scoping and approval to QA and support.  Continuously improve request management and investment approval processes for the pipeline of investment projects.  Ensure decision-making is aligned with strategic direction, based on objective business cases and transparently evaluated.   For approved projects, ensure adherence to methodology and standards with proper financial controls and tracking.  Ensure sufficient resources, budget, realistic timelines and aligned objectives.  Communicate status with senior management, project managers, other program management resources and other stakeholders.

• Information Security Governance – Continuously refine and update privacy and information security policy and procedures and enforce compliance.  Lead 3rd party assessments and drive associated remediation and follow-up.  Includes employee on-boarding and ongoing training and education.  As needed, work with partners and customer prospects to share and adjust policies as appropriate.  Apply industry standards where appropriate (e.g., SAS 70, HIPAA, PCI, etc.).  Coordinate with legal team, vendor management, business development and various technical resources.

• Vendor Management – manage key 3rd party relationships for Network Services group.  Continually find cost savings through benchmarking, negotiating, target-setting.  Ensure consistent practices for evaluation (e.g., RFI/RFP) and engagement (e.g., MSA/SOWs).  Facilitate shift from to move variable 3rd party resources from internal staff fixed costs in line with core competency and outsourcing strategy.  Continually identify opportunities to derive and negotiate more value from vendors.  Work with procurement lead, business development, Network Services cost center owners and legal department.

• Collaboration – facilitate company-wide collaboration through the effective adoption of appropriate collaboration and social networking technologies.  Drive to a paperless environment through integrated intranet workflow and workspaces.  Leverage a common collaboration infrastructure to support key collaborative processes like incident management and response, request management, 3rd party extranet information sharing, company strategy development, requirements definition, etc.  Coordinate with communications department, human resources and technical resources.

Qualifications Requirements:

• Excellent verbal and written communications skills and the ability to effectively articulate ideas and build alignment.
• Strong interpersonal and relationship building skills.
• Ability to step in and take ownership in a fast-paced results oriented environment
• Detailed oriented with strong follow-up.
• Familiarity with Information Security policies and procedures.  Information Systems Security Professional (CISSP) certification preferred but not required
• Knowledge of project management principles, methods and techniques.  Project Management Professional (PMP) certification preferred but not required.
• Professional services processes and tools including workflow development and management, milestone management and quality assurance practices.
• Familiarity with collaboration technologies and techniques (Sharepoint, Lync, IM, Video-conferencing, Wiki’s, etc.)

Experience/Education Required/Desired:

• Bachelor’s Degree or equivalent work experience
• Familiarity with IT/IS department strategy development, costs management, vendor management processes

Those interested in this position can apply by submitting their resume (in Word format preferred) to jobs@drivecam.com.  DriveCam is an Equal Opportunity Employer.

One particularly good use of photographs and video is to represent the driver’s view in an accident. Video and photographs can help put the juror in the “driver’s seat”, and allow them to observe for themselves what it would be like to drive down the roadway in the area of an accident. How might the sun play a factor in the driver’s ability to see?  Was there a vehicle in the way – preventing  a driver from seeing a pedestrian?  Answers to these questions can help a jury understand the conditions of an accident.

Still images from video footage captured by DriveCam

Video images, like the ones above, demonstrate this concept and are taken from a DriveCam video event recorder mounted near the driver’s seat. This view shows the accident scene at the time of the accident, from the driver’s perspective, to help a juror understand the sequence of events as they unfold. And since this is evidence collecting during the crash, its usefulness to the jury is unquestionable. Placing the jury in the “driver’s seat” can ultimately help them have good information for determining fault. Video and photographs provide a perspective for the juror that they simply can’t get through a verbal description.

—————————————————————————–

William Neale is the Director of Visualization at Kineticorp, a forensic engineering company that specializes in accident reconstruction, and 3D animation and visualization. Mr. Neale is the Chairman of the Animation Committee for the Accident Reconstruction Session of SAE (Society of Automotive Engineers). Mr. Neale is also a member of the Society of Forensic Engineers and Scientists, and has been practicing in the area of Accident Reconstruction since 2000.

In the first step you should assess your organization’s safety culture. Tools for assessing safety culture can be classified as either qualitative or quantitative methods. Qualitative methods include employee observations, focus group discussions, historical information reviews and case studies. Qualitative measurement can be intensive; however, in-depth information can be obtained using the focal group’s own language. In contrast, quantitative approaches numerically measure or score safety culture using procedures that are often highly standardized and calibrated, such as highly structured interviews, surveys and questionnaires, and Q-sorts. These methods will be critical in identifying areas in need of improvement, but also serve as a baseline to assess your efforts in obtaining a positive safety culture. Of particular importance is the similarity (or discrepancy) in drivers’ or other front-line workers and safety mangers’ attitudes and opinions regarding safety. Everyone should be on the same page regarding safety and its importance to your organization.

The second step involves the formation of a safety steering committee. The purpose of the steering committee should not overlap with ongoing activities in the existing safety department. Be specific and determine the ground rules for the steering committee, limitations or restrictions, priorities and who should be on the team. The best approach is to be inclusive and involve all levels in your organization. This means you’ll have input from all levels and your efforts won’t be perceived as another top-down safety approach. The critical elements to be discussed by the steering committee include leadership, behavioral safety and what Geller (2001) calls “actively caring.” The largest influences on safety culture include the following:

Management Commitment and Style: Although input and participation in a positive safety culture is needed from all employees, leadership is the key to affecting a positive safety culture. Effective leaders build responsibility, focus on the process (not the outcome), educate (not train), listen first, ask questions, promote ownership and inspire by example.

Employee Involvement: Management may be the key to adopting a positive safety culture, but employee involvement is necessary to maintain the process. Front-line employees are more likely to take ownership and adhere to safety initiatives when they’ve been involved in designing and implementing safety procedures and techniques.  

Education, Training and Competence: Employees need to learn key principles and procedures to behave safely. To ensure an effective education, training and competence program, the steering committee should consider the following elements: develop education content and procedures, plan the education and training process, plan follow-up sessions, and identify and prepare instructors. 

Communication: Don’t pay lip service to bottom-up communication. Listening (and acting) to front-line employee communication shows you care about their opinions. In turn, this effective communication will lead to better trust, camaraderie and empowerment.

Compliance with Procedures: Initially, focus your efforts on measuring compliance with procedures rather than outcome measures (e.g., crashes, etc.). This will allow you to identify your successes and target areas in need of improvement. 

Actively Caring: An organization that actively cares about safety is not passive (e.g., problems are identified but not put into practice), but rather active (embedded into the culture) in truly understanding safety and how to improve safety. With effective leadership, employee involvement, education, training, competence programs and a focus on process measures (rather than outcome measures), your employees will be more willing to actively care for their co-workers and your organization.      

Just remember, culture change doesn’t happen overnight; a culture change process can take several years.

————–

Dr. Hickman joined the Center for Truck and Bus Safety at the Virginia Tech Transportation Institute in 2004 and became the Group Leader for the Behavioral Analysis and Applications group in 2009.  He has significant experience in the design, delivery, and implementation of safety and health improvement interventions using behavior-based and person-based psychology and human factors applications.  His primary areas of research include community-wide (large scale) applications of behavior-based safety, self-management, and organizational culture change techniques as well as assessing driver behavior, fatigue, work/rest cycles, and driver distraction in commercial motor operations. Although specializing in commercial motor vehicle safety, Dr. Hickman’s research interests are broadly defined as occupational health and safety.

Dr. Hickman has been the PI, Co-PI, or Project Manager in 35 research projects (totaling over $10 million).  These research projects include competitive research awards from the Federal Motor Carrier Safety Administration, National Highway Traffic Safety Administration, Mine Health and Safety Administration, National Transportation Research Center, Inc., Transportation Research Board, Canadian Council of Motor Transport Administrators, and the American Automobile Association Foundation for Traffic Safety. Dr. Hickman has over 60 professional presentations, including invited talks at Duke Energy, Sherwin-Williams, National Private Truck Council, Maersk, Pike Energy Corporation, and XL Insurance. Dr. Hickman has over 30 scientific publications and technical reports, served as a scientific reviewer for the National Institute for Occupational Safety and Health in fiscal year 2012, and currently serves as a reviewer for the Journal of Occupational Health Psychology, Accident Analysis and Prevention, and Journal of Organizational Behavior Management.

DriveCam has an immediate opportunity for a Senior Telematics Product Manager. The position will own the product from concept through market launch to end-of-life. The position will elicit, validate, document and manage requirements for client needs, and serve as the conduit between the customer community and the development team. The product manager will be involved throughout the entire product development lifecycle and will work with other departments to ensure the commercial success of the product and its associated services.

Responsibilities:

•　 Develop in-vehicle solutions – Achieve DriveCam’s business objectives by solving client problems through development and integration activities.

•　 Elicit requirements from customers and internal stakeholders, using interviews, site visits, surveys, and other techniques to develop and provide product definitions responsive to customer needs and market opportunities.

•　 Ensure the product meets business needs – Partner with customers, external stakeholders, and internal stakeholders to create Business Cases and Product Requirement Documents (PRDs) to ensure the product meets client, business and revenue needs.

•　 Participate in requirements prioritization, peer reviews and inspections of requirements documents.

•　 Facilitate and coordinate market launch, ensuring that all internal and external stakeholders are prepared to go to market. Continue to function as the external and internal product evangelist.

Qualification Requirements:

•　 The ideal candidate will have the following qualifications:

•　 Technical Bachelor’s degree required, MBA preferred

•　 7+ years of Product Management experience or equivalent

•　 Automotive safety/telematics OEM or aftermarket equipment industry experience

•　 Hands-on experience in uncovering the customer’s pain points and perspective

•　 Partner development and management experience

•　 Excellent written, verbal and presentation skills

•　 Team player with strong negotiation and diplomacy skills

•　 Proven track record of shipping successful offerings

Those interested in this position can apply by submitting their resume (in Word format preferred) to jobs@drivecam.com. DriveCam is an Equal Opportunity Employer.

In the first step you should assess your organization’s safety culture. Tools for assessing safety culture can be classified as either qualitative or quantitative methods. Qualitative methods include employee observations, focus group discussions, historical information reviews and case studies. Qualitative measurement can be intensive; however, in-depth information can be obtained using the focal group’s own language. In contrast, quantitative approaches numerically measure or score safety culture using procedures that are often highly standardized and calibrated, such as highly structured interviews, surveys and questionnaires, and Q-sorts. These methods will be critical in identifying areas in need of improvement, but also serve as a baseline to assess your efforts in obtaining a positive safety culture. Of particular importance is the similarity (or discrepancy) in drivers’ or other front-line workers and safety mangers’ attitudes and opinions regarding safety. Everyone should be on the same page regarding safety and its importance to your organization.

The second step involves the formation of a safety steering committee. The purpose of the steering committee should not overlap with ongoing activities in the existing safety department. Be specific and determine the ground rules for the steering committee, limitations or restrictions, priorities and who should be on the team. The best approach is to be inclusive and involve all levels in your organization. This means you’ll have input from all levels and your efforts won’t be perceived as another top-down safety approach. The critical elements to be discussed by the steering committee include leadership, behavioral safety and what Geller (2001) calls “actively caring.” The largest influences on safety culture include the following:

Management Commitment and Style: Although input and participation in a positive safety culture is needed from all employees, leadership is the key to affecting a positive safety culture. Effective leaders build responsibility, focus on the process (not the outcome), educate (not train), listen first, ask questions, promote ownership and inspire by example.

Employee Involvement: Management may be the key to adopting a positive safety culture, but employee involvement is necessary to maintain the process. Front-line employees are more likely to take ownership and adhere to safety initiatives when they’ve been involved in designing and implementing safety procedures and techniques.  

Education, Training and Competence: Employees need to learn key principles and procedures to behave safely. To ensure an effective education, training and competence program, the steering committee should consider the following elements: develop education content and procedures, plan the education and training process, plan follow-up sessions, and identify and prepare instructors. 

Communication: Don’t pay lip service to bottom-up communication. Listening (and acting) to front-line employee communication shows you care about their opinions. In turn, this effective communication will lead to better trust, camaraderie and empowerment.

Compliance with Procedures: Initially, focus your efforts on measuring compliance with procedures rather than outcome measures (e.g., crashes, etc.). This will allow you to identify your successes and target areas in need of improvement. 

Actively Caring: An organization that actively cares about safety is not passive (e.g., problems are identified but not put into practice), but rather active (embedded into the culture) in truly understanding safety and how to improve safety. With effective leadership, employee involvement, education, training, competence programs and a focus on process measures (rather than outcome measures), your employees will be more willing to actively care for their co-workers and your organization.      

Just remember, culture change doesn’t happen overnight; a culture change process can take several years.

 ————————————————————————————

Dr. Hickman joined the Center for Truck and Bus Safety at the Virginia Tech Transportation Institute in 2004 and became the Group Leader for the Behavioral Analysis and Applications group in 2009.  He has significant experience in the design, delivery, and implementation of safety and health improvement interventions using behavior-based and person-based psychology and human factors applications.  His primary areas of research include community-wide (large scale) applications of behavior-based safety, self-management, and organizational culture change techniques as well as assessing driver behavior, fatigue, work/rest cycles, and driver distraction in commercial motor operations. Although specializing in commercial motor vehicle safety, Dr. Hickman’s research interests are broadly defined as occupational health and safety.

Dr. Hickman has been the PI, Co-PI, or Project Manager in 35 research projects (totaling over $10 million).  These research projects include competitive research awards from the Federal Motor Carrier Safety Administration, National Highway Traffic Safety Administration, Mine Health and Safety Administration, National Transportation Research Center, Inc., Transportation Research Board, Canadian Council of Motor Transport Administrators, and the American Automobile Association Foundation for Traffic Safety. Dr. Hickman has over 60 professional presentations, including invited talks at Duke Energy, Sherwin-Williams, National Private Truck Council, Maersk, Pike Energy Corporation, and XL Insurance. Dr. Hickman has over 30 scientific publications and technical reports, served as a scientific reviewer for the National Institute for Occupational Safety and Health in fiscal year 2012, and currently serves as a reviewer for the Journal of Occupational Health Psychology, Accident Analysis and Prevention, and Journal of Organizational Behavior Management.