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This profile was last updated on 8/23/12  and contains information from public web pages and contributions from the ZoomInfo community.

Chairman

Multistory
Level 7 Gallery National Media Museum
Bradford, West Yorkshire BD1 1NQ
United Kingdom

Company Description: Multistory works with the people of Sandwell to make art that reflects their lives. We want to be nationally recognised for our work so that we can attract...   more
Background

Employment History

Board Memberships and Affiliations

12 Total References
Web References
Prologic - The Business Solutions for the Fashion & Lifestyle Industry
www.prologic.com, 23 Aug 2012 [cached]
Colin Wells
...
COLIN WELLS
Chairman
Colin was a director of the Computer Software Group and Chairman of JBS Computer Services, an early SaaS provider, between 1999 and 2004. Prior to this he was joint Managing Director of Northern Europe for JBA plc (an ERP provider) before its takeover by GEAC. He was with the business for more than 11 years having previously been UK Sales Director and International Marketing Director. He also held a number of roles for IBM and Burroughs Machines over a sales career which dates back to 1969. Colin is also Chairman of Multistory, an arts organisation.
Colin Wells and Mark ...
www.prologic.com, 17 Nov 2008 [cached]
Colin Wells and Mark Quartermaine appointed as non-executive Chairman and non-executive Director at AIM listed fashion business systems provider.
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London stock market-listed, Prologic plc has appointed industry veteran and former Chairman of JBS Computer Services, Colin Wells, as non-executive Chairman.
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Colin Wells was introduced to Prologic whilst working as a business consultant and joins as Chairman where he will be responsible for guiding Prologic through its move into the Software as a Service (SaaS) market and the development of its overall business and sales strategy. Previously, Colin Wells was a Director of the Computer Software Group; was Chairman of JBS Computer Services â€" an early SaaS provider â€" between 1999 and 2004, and prior to this was joint managing director of Northern Europe for JBA plc â€" an ERP provider competing with Prologic prior to its takeover by Geac â€" having been with the organisation for more than 11 years as both UK sales director and international marketing director. Prior to this, he held a number of roles for IBM and Burroughs Machines over a sales career which dates back to 1969.
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Sam Jackson, Chief Executive of Prologic, comments, “Colin Wells and Mark Quartermaine will bring a wealth of highly relevant and complementary experience to the board and we are confident that our eCommerce and SaaS strategies which we are embarking upon will benefit hugely from Colin and Mark’s considerable expertise.â€
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Colin Wells adds, “Prologic is an exciting company to join â€" despite the current economic situation, the company is in a strong position, especially with a solid customer base and high recurring revenues, and in times such as these, being in the business of selling efficiency can only be positive.
But Colin Wells, a director ...
www.realbusiness.co.uk, 1 Nov 2004 [cached]
But Colin Wells, a director of Computer Software Group, and founder of two companies, warns that you should make sure the individual's goals are aligned with those of the company.
SC Magazine
www.scmagazine.com, 17 Mar 2004 [cached]
by Colin WellsColin Wells, chairman of JBS Computer Services, examines what SMEs should look for from suppliers when choosing the remote route for software delivery
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Colin Wells is chairman of JBS Computer Services. www.jbscomuterservices.com, jbs@citigatedr.co.uk
PSS-Europe Company Newsletter
www.pss-europe.com, 27 Dec 2009 [cached]
Salespeople often call the monkey when they should be calling the organ grinder. 'One of the most important things', says Colin Wells, chairman of JBS, 'is to speak to the decision maker. Salespeople, especially newer ones tend to call one level down because they think its an easier call.' In fact, continues Wells, the decision maker is often a far nicer person than those below him or her and as they have the authority will often say 'bugger it, where do I sign?' So do some research find out who this person is, then call them.
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'Salesmen,' says Wells, 'tend to be glib and they try to change people's minds.' But the fact is few are actually that persuasive. What they should be doing at the outset is listening and finding out what it is that their customers want, what problems they have and what solutions they need. Then, he says, 'show it to them.
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