About Forrester
Forrester Research, Inc. is an independent research company that provides pragmatic and forward-thinking advice to global leaders in business and technology.

Andy serves eBusiness & Channel Strategy Professionals. He focuses primarily on B2B and B2B2C eCommerce, as well as issues related to enabling channel partner businesses for manufacturers. Andy's current research areas include multichannel retailing, mobile couponing, affiliate marketing, and enabling manufacturers to sell online.
Prior to joining Forrester, Andy spent 11 years in product and marketing leadership roles within Silicon Valley. In that time, he developed Yahoo's Web2Store local shopping initiative, co-founded an eCommerce company, and helped create several award-winning products in the consumer Internet and mobile software spaces. Before moving to Silicon Valley, Andy spent four years in Washington, D.C., as a research analyst for an economic consulting firm.
Andy has been quoted in various media outlets including The Wall Street Journal, Internet Retailer, Direct Marketing News, American Banker, and CNBC.
Andy is a summa cum laude graduate in economics from the University of Dayton and holds an M.P.A. from Harvard University and an M.S. in integrated marketing from Northwestern University.
A Fact-Based Approach To Workforce Technology Needs Assessment
How well do you know your stakeholders? Business users today expect consumer-like usability and functionality from their work tools. And much of what they want to use can be purchased with a credit...
Do you have a plan for how your team will add value to your business’ objectives in 2012? I don’t mean serving user requirements or meeting their expectations. I mean helping them achieve...

Sourcing and Vendor Management professionals aren’t known for their high risk tolerance. In fact, most focus a significant portion of their time reducing risks in their supplier base,...
I met a client a while back who told me “I’m just getting back into working with Forrester again. Years ago, like 15 years ago, I used to have these great, animated conversations with an...
Forrester's inquiry analysis shows that sourcing and vendor management (SVM) professionals are thinking more holistically and strategically about their role. Forty-two percent of the 966 inquiries...
Sourcing and vendor management (SVM) clients tell Forrester that vendor risk is becoming a critical issue. Most firms have intense due diligence processes when hiring providers, but those processes...
Clients frequently tell us how much they value connecting with their peers. A few years ago we created the Forrester Leadership Boards Sourcing & Vendor Management Council to serve that need. But in...
Forrester's sourcing and vendor management (SVM) clients frequently ask, "What are my peers doing?" To help SVM professionals gain insights into their peer group, we tracked all of the inquiries...
The Coming Upheaval In Tech Services
Since the end of 2008 and continuing today, sourcing and vendor management (SVM) professionals have been telling Forrester that they are rationalizing the number of providers they use, renegotiating...
Sourcing and vendor management (SVM) teams can use this document to standardize understanding of common sourcing and vendor management terms across their organizations. SVM executives may also find...

Today we found out our great friend and colleague Andrew Parker passed away. It’s difficult to relay such personal news in a public forum, but so many of you know him and worked with...
“Re-creating the way we work.” That’s Michael Chaney’s vision for procurement at Cisco in an era of Empowered users. Next week at Forrester’s Sourcing & Vendor...
The vendor management office (VMO) is becoming an increasingly important competency in well-run IT organizations. Forrester tracked all of the inquiries sourcing and vendor management (SVM)...
What should be our number of preferred remote sourcing vendors?
I like sourcing and vendor management professionals for all of the reasons they drive others crazy. Business and IT executives like to complain that SVM teams care only about getting the lowest...
How can we construct a negotiation framework like this within our organization? What it might look like? And how it would be used in conjunction with a sourcing strategy?
Too often at Forrester, sourcing and vendor management (SVM) professionals tell us things like, “oh, we’d never implement a Bring-Your-Own-PC program. It would increase our risk...