Jonathan Edwards DMS

Digital Management Services Founder and CEO Jonathan Edwards boasts an impressive career spanning nearly 30 years. In addition to founding two businesses of his own, Jonathan Edwards has held senior management positions at several prominent IT systems firms in the United Kingdom and the United States. As the Owner and CEO of London-based computer reseller ACML, Jonathan Edwards increased the company’s revenues, attracted a number of high-profile clients, and established distribution deals with several prominent manufacturers. Following the sale of ACML to DataServe in 1989, Jonathan Edwards applied his management skills as the Vice President of Sales at PCL, Ltd. A driving force behind the computer reseller’s doubled revenues, Jonathan Edwards managed a large sales staff and landed a number of valuable accounts. In 1995, Jonathan Edwards moved to the United States and continued his career as the Vice President of Strategic Sales and International Accounts at CompuCom Systems, Inc. Jonathan Edwards handled more than $500 million in annual sales and acquired a host of new clients, including AT&T, John Hancock, Bell Atlantic, and MCI. While fulfilling his duties at CompuCom, Inc., Jonathan Edwards developed a business concept to utilize technology to manage and streamline the complicated processes associated with international technology distribution. With CompuCom Systems, Inc. and other large computer resellers from Canada, France, and the United Kingdom as shareholders, Jonathan Edwards founded GlobalServe, Inc. in 1999. During his time as CEO, Jonathan Edwards raised more than $10 million in venture capital; built strategic relationships with prominent manufacturers such as IBM and Hewlett Packard; and won accounts with American Express, Texaco, Chevron, and Bristol Meyers Squibb. In 2002, Jonathan Edwards left the company to pursue new opportunities. In the latter part of 2003, Jonathan Edwards founded Digital Management Services to provide the small and medium business market with high-quality IT solutions. Based in New York City with teams of skilled professionals located in many of the world’s major business centers, Digital Management Services helps clients achieve a variety

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DMS Technology Management Services

A New York resident, Jonathan Edwards is an executive at DMS Technology. Under the leadership of Jonathan Edwards, DMS Technology continues to offer the latest technological advances that keep financial businesses afloat. Founded more than 10 years ago, DMS Technology provides information technology consulting and management services for financial businesses. With offices in New York and London, the company also has data centers in Charlotte, North Carolina, and Stamford, Connecticut. DMS offers its services globally with clients that include hedge funds, venture capitalists, and private equity firms. The company’s services incorporate the knowledge and skill of expert information technology professionals. Specifically, DMS assists clients in areas like systems and cloud computing and technology infrastructure. Under the infrastructure umbrella are network monitoring, security management, and other endeavors meant to prevent harmful cyber-attacks and breaches that disrupt operations. Furthermore, DMS helps firms foster a competitive advantage through identifying latent possibilities within their IT platform.

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The Importance of IT for Financial Groups

As the founding CEO of DMS Technology, Jonathan Edwards brings information technology (IT) solutions to a diverse client base. In particular, Jonathan Edwards focuses his attention on New York City hedge funds and boutique investment banks. For a financial company, information technology plays a key role in communications as well as transaction processing. The instant availability of information allows traders to make decisions based on up-to-the-minute market knowledge, while computerized financial reporting enables those same professionals to easily find the specific information that they need and put it to use in seconds. Certain systems even remove the middle of this process, using algorithms to automate buy-sell transactions based on price and trading information as it comes through the system and execute trades in milliseconds. Information technology also simplifies customer-facing processes for the financial company. Data can be transferred instantly to a user's account. Banks can convey information about a customer via automated systems even outside of business hours. This off-hours convenience also extends to the client, who can authorize activity and check accounts at home at any hour of the day. These specialized benefits only add to the general support that a good IT system gives a company in simplifying its accounting, planning, and operational processes.                            

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Ways of Managing Telephone and Internet Communications Systems

by Jonathan Edwards DMS

In my position as Digital Management Services’ (DMS) Chief Executive Officer, I often consult with small- and medium-sized businesses about ways of managing telephone and Internet communications systems in a cost-efficient manner. Transitioning from a private branch exchange (PBX) or Centrex environment to a flexible, Internet-based approach requires careful planning, and I work closely with companies to help identify products and services to fit their specific needs.  In defining the scope of the system transition, the staff at DMS first takes stock of existing communications logistics. We determine whether clients have locations and customers outside of the United States, whether they have remote locations that need to be networked to headquarters, the number of remote workers they employ, whether multiple systems are currently being administered in different locations, and what special requirements are driving the move to upgraded systems. Once this information is gathered, we set a timeline and budget with our clients, detailing a plan that makes the switchover as quick and painless as possible.  Before implementing a comprehensive network solution, we undertake extensive network assessments, ensuring the infrastructure is sufficient to handle the new technology. We also work with the client’s staff to define and communicate the cost savings and performance benefits of system implementation. Through this process of extensive planning and consultation, we have achieved a high degree of customer satisfaction among our growing roster of clients.  In my experience, the longer a company delays its transition to a digital communications system, the more its bottom line suffers in the face of Internet-savvy competition. Visit the DMS website at www.digitalmanagementservices.com to learn about upgrading now.

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Entrepreneurship

by Jonathan Edwards

Jonathan Edwards began his career with several sales positions for a variety of information technology companies. After working for major firms and negotiating contracts with well-known entities such as Reuters and the London Stock Exchange, Jonathan Edwards decided to found his own firm. Many entrepreneurs choose to start their own companies after having labored for others. With the economic collapse of 2008, many American workers have become consultants out of necessity. Half of all men who have held a regular job in the U.S. have spent at least one year in self-employment by the time they reach retirement age, according to Paul Reynolds.

Entrepreneurship may include a variety of activities, depending on the type of business one selects. Self-employed workers may begin on their own, but later expand to hire employees, depending on how successful they become. Some entrepreneurs may find that they have exhausted the funding that they can obtain from banks, credit cards, friends, family, and other sources, and so they seek to connect with venture capital firms or angel investors. Venture capitalists generally ask for a portion of ownership in start-up firms or representation on the boards of the companies. They may also desire a greater role in the day-to-day operations of the firms, including the power to determine who runs the company in management roles.

Entrepreneurs can also try to obtain financial support from nonprofits, local governments, and universities. Some colleges now allow entrepreneurs to utilize their facilities in exchange for potential financial rewards or name recognition. In addition to earning profits, some entrepreneurs strive to contribute to social goods, such as environmental causes or support for medical research. They may set goals to donate a percentage of the money their firms earn to charity. This can lay the groundwork for the public to perceive a company as a good corporate citizen. To succeed as an entrepreneur, a person must possess a certain comfort level with risk, as many firms fail early on.

Entrepreneurship benefits innovative business people, as well as the larger economy because founders of companies hire additional employees and may buy raw goods and services. In my own entrepreneurial experience, I have enjoyed seeing my companies grow and flourish. I strive to make connections to develop new revenue and sustain our existing relationships. While starting a business can take a tremendous amount of time and work in the beginning, I believe that the rewards make the endeavor wholly worth the effort.

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Company Profile: American Express

by Jonathan Edwards DMS American Express Company was a well-established financial services business long before the company launched its travel charge card enterprise in 1958. While American Express executives considered introducing the card right after World War II, no action was taken for more than a decade. In the meantime, American Express had the opportunity to watch another company, Diners Club, tweak the business model for its own travel charge card product. Appealing to its existing customers and those who viewed the company as a premium brand, American Express created the instant illusion of a premium product by charging a higher membership price than that of its competitor: $6 for American Express compared to Diners Club’s $5 yearly fee. Although American Express eventually issued plastic cards to its members, the first cards were made of paper with typed member names and account numbers. A coup for American Express came through its long-running “Do You Know Me?” advertising campaign. Famous people, some more recognizable than others, spoke about their accomplishments from exotic or busy locations, waving their American Express cards and winning excellent service from waiters, respect from hotel desk clerks, and quick attention from porters and bellmen. The thrust of the campaign told prospective cardholders that fame and riches were negligible when compared to the vast power of the American Express card. Honing in on its reputation as a desirable brand, American Express created new Gold Cards and Platinum Cards. Both new versions of the American Express card were designed to give members a feeling of prestige, a practice used widely in the credit card business today.

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VoIP Systems at Digital Management Services

by Jonathan Edwards DMS As the Chief Executive Officer of Digital Management Services (DMS) in New York City, I work with many businesses of all sizes to provide outsourced solutions to IT planning and implementation needs. A particularly strong business segment for us is in providing Voice over Internet Protocol (VoIP) packages and systems. The reason small- and medium-sized businesses form a particularly active market niche is that many small companies are now realizing that they have not put enough attention into developing coherent IT strategies that support expanding technology demands. Traditionally, many smaller businesses have been late in outsourcing their technology needs to dedicated IT specialists, as they lack knowledge of the details of outsourcing and fear losing control of fundamental operations. This fear is without basis, and a growing number of companies are switching over as they discover the facts about IT outsourcing. Rather than purchasing hardware and software directly, many companies would often be better served in outsourcing system deployment and integration tasks to companies like DMS. Relying on one or two overstretched staff members to provide all IT systems related support will only cause problems. Why rely on internal employees and resources to undertake complex operations that specialists are better able to design and implement? The team at DMS offers efficiency gains and cost savings that businesses can experience immediately. We offer the distinct advantage of integrating advanced capabilities, such as visual interface voice mail, Microsoft Outlook compatibility, and remote office systems in a customized package. At DMS, we are uniquely positioned to achieve costs savings, particularly for companies that have been utilizing cost-prohibitive PBX and Centrex services. Our consultants can either deploy off-the-shelf systems, or create individualized communications systems designed to meet a client’s unique requirements. We provide extensive feedback throughout the deployment process, ensuring that our customers are entirely satisfied with the upgrades that have been achieved.

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