MARKETING EXECUTIVE OR CHIEF MARKETING OFFICER OR CMO OR SALES EXECUTIVE OR CHIEF SALES OFFICER OR BUSINESS DEVELOPMENT EXECUTIVE OR BUSINESS DEVELOPMENT OFFICER OR STRATEGY EXECUTIVE OR CHIEF STRATEGY OFFICER
PERSONAL BRAND
Providing innovative, visionary, dynamic and adaptive thought leadership across functional boundaries to seize new opportunities, exploit new markets, build effective teams, and achieve business success.
PERFORMANCE PROFILE & DISTINCTIONS
Interactive, hands-on, collaborative and consultative leader who enables, coaches and inspires cross-functional teams to consistently identify and translate customer needs, market opportunities and industry dynamics into timely, resource-sensitive, customer-centric solutions that drive revenue, profit, market share and shareholder value.
* Diversified QA Technology, a $20M OEM and end-use interconnect and test products company that principally served the medical/scientific device; semiconductor test, assembly & packaging; and contract electronics manufacturing industries. Led growth from one product line in a single mature market to six new product lines in three growth markets; accessed $350M in new revenue potential. Built three new customer bases with 600+ accounts.
* Founded and led Medical Products Development Corporation, a market development and product design business. Partnered with OEM medical device, scientific and analytical instrumentation, and test and measurement companies. Delivered $100Ms in value thru new revenue growth, new product introductions, new market penetrations, improved sales force effectiveness and streamlined manufacturing operations.
* Enabled Ortho Diagnostic Systems to achieve $120M in instrument and consumable sales in 3 years. Developed and launched a new instrument system for this $840M clinical products division of Johnson & Johnson. Designed and led training programs for a 40-person marketing, sales and operations unit.
* Drove growth for Omega Medical Systems, a therapeutic products company. Grew revenue to $9M from $6M, market share to 22% from 16%, net profit to 12% from 7% in 2 years. Reformulated business directions; focused on opportunities in developing countries. Implemented new products and operational infrastructure.
* Achieved the 2-year $2M sales goal in 18 months for Bios, a pre-revenue diagnostic imaging equipment start-up. Developed and launched a new cardiac scanner. Co-developed the sales and marketing strategy; implemented CRM. Hired and led the sales team; penetrated a new market. Secured outsourced production; led transition to internal manufacturing.
* Spearheaded growth for a surgical products division of Cooper LaserSonics. Drove revenue to $10M from $5M; net profit to 12% from 9% in 3 years. Added $3M in domestic, $2M in International sales. Launched new products. Accessed new market segments. Originated sales in previously un-addressable markets.
LEADERSHIP COMPETENCIES
* Entrepreneurial Vision, Strategic Thinking & Execution
* Results Oriented, Accountability & Performance Driven
* Change, Improvement & Growth of People, Companies
* Lean Innovator, Integrator, Communicator, Transparent
* Team Builder, Developer, Mentor & Leader
* Development of Strategic Alliances & Partnerships
* Marketing, Sales, Business Development & Product Development
* P&L Management, General Management, Operations & Program Management
PROFESSIONAL HISTORY
2006 2008, 2009 - Present
RBR DEVELOPMENT COMPANY
New Hampshire
SENIOR BUSINESS DEVELOPMENT EXECUTIVE
Articulated solutions to challenges in strategic planning, change management, organizational development, marketing and sales leadership, sales training, channel management, branding and product management with senior executives in OEM B2B and B2C engineered product companies in advanced technology industries, notably medical device, test & measurement, microelectronics, motion control and industrial products.
Select companies, scope of work and achievements:
== Fluidnet Corporation (Venture capital backed pre-revenue early stage company)
* Undertook a program that leveraged the company's technologies to address opportunities within the DOD.
== Plastican Corporation (Privately held $150M company)
* Outlined plans to stabilize revenue; rationalize product lines; restructure marketing, sales and customer service; drive customer acquisition; and grow market share for an injection molder of industrial containers. Charted the cultural transformation to customer-centric and market responsive from techno-centric and operationally driven.
== Paricon Technologies, Inc. (Privately held development stage growth company)
* Formulated plans to standardize product lines, streamline manufacturing, restructure the sales force, target untapped markets and capitalize on worldwide sales opportunities for an IC test products company.
2008 - 2009
FLUIDNET CORPORATION
New Hampshire
VICE PRESIDENT OF MARKET DEVELOPMENT
Invited by the CEO to join this VC backed pre-revenue company focused on infusion therapy products targeted at acute care, Department of Defense, Emergency Medical Services and home health care applications. Led business development, quality assurance, regulatory compliance and product safety initiatives. Achieved results in a primarily virtual work environment though a network of 36 consultants and external partners coupled with internal resources. Authored product safety review. Oversaw pre-clinical test program. Negotiated contracts with outsourced partners. Effects of the global financial crises on corporate funding levels forced the elimination of this position.
* Refined the development of a specialty field infuser intended for military applications; co-authored the DOD proposal to fund continued development. Identified and resolved design conflicts on the flagship product line.
* Developed and implemented FDA compliant design control, documentation and manufacturing procedures.
1997 - 2006
QA TECHNOLOGY COMPANY, INC.
New Hampshire
DIRECTOR OF MARKETING & SALES (2002 - 2006)
IntegraMate Interconnect Group
Promoted. Drove a second diversification effort targeted at the OEM medical device, scientific equipment, factory automation, MIL/space/aero and mass interconnect industries; and at the EMS/CEM industry. Coordinated internal cross-functional development team. Led outsourced development of MARCOM pieces, catalogs, collateral and an e-commerce website. Matrix managed three regional sales managers. Guided independent sales representatives. Non-establishment of a separate operating division resulted in the elimination of this VP level position.
* Identified two specialized niche markets worth $245M with a 10% CAGR. Spearheaded the development of a new category of OEM and end-use connector and interconnect products. Crafted and implemented marketing, sales and product development plans. Note that product release occurred subsequent to the end of my tenure.
* Created and managed 5 product family portfolios. Implemented brand, market position and launch strategies. Introduced gated product design. Obtained patent protection on the product and manufacturing processes. Implemented a CRM program. Built two new customer bases of 400+ accounts in these underserved markets.
* Developed pricing structure, sales channels and sales quotas. Developed sales forecasts, advertising budgets, promotional campaigns and ROI metrics. Developed sales training programs and materials.
* Transformed culture to a solutions based, consultative focus from a product based, transactional focus.
DIRECTOR OF NEW BUSINESS DEVELOPMENT (1997 - 2002)
Recruited by the President & Founder of this $20M test products and automation machinery company. Championed change leadership. Developed, implemented and led multi-faceted growth initiatives. Identified 30+ organic development; acquisition, licensing, and partnership opportunities. Negotiated merger and acquisition (M&A) LOI, corporate venture deals, and technology licensing terms. Performed due diligence, prepared financial analyses and pro-forma projections.
* Identified and penetrated a specialized niche market worth $95M. Orchestrated organic product development, launched a portfolio of new semiconductor test products. Subsequent to a 30% loss of revenue from current product sales, these new products contributed an estimated $3M in new revenue over 5 years at 14% net profit.
* Established the brand; secured the company's market position. Built a new customer base of 200+ accounts in a previously overlooked market. Drove new revenue streams in both domestic and international markets.
* Pioneered growth from one product line in a single mature market with a 1.7% CAGR to a new product family in an overlooked growth market with a 13% CAGR. Achieved product, market and revenue stream diversification.
1986 - 1997
MEDICAL PRODUCTS DEVELOPMENT CORPORATION
New York
PRESIDENT, CEO & FOUNDER
Founded and led a market development and product design company. Partnered with C-suite, Presidents, and senior-level executives in high-technology OEM B2B and B2C start-up, growth, mid-size and Fortune 500 companies. Deployed an innovative virtual team business model that provided value-added benefits at minimized risk and cost, yielded a strategic competitive advantage and achieved market differentiation. Managed P&L; strategic and tactical planning; finance; client relations; sales; marketing; operations; team building, coaching and leadership. Voluntarily closed, joined QA Technology Company to lead growth as an internal team member.
Clients achieved revenue growth through pioneering new product designs that addressed untapped markets; obtained streamlined manufacturing efficiencies through the implementation of specialized production equipment and new operating procedures; and garnered improved sales force effectiveness through new training programs and CRM implementation.
Select companies, scope of work and achievements:
== Omega Medical Systems, Inc. (Privately held $6M growth stage company, 2 year engagement)
* Reformulated the strategic business plan for this therapeutic products company. Implemented new product designs, marketing strategies and operational infrastructure focused on opportunities in developing countries. Grew revenue to $9M from $6M; market share to 22% from 16%; and net profit to 12% from 7% in 2 years.
== Spectronic Instruments, Inc. (Publicly held $45M company, 1 year engagement)
* Resolved premature failure problems on two core product lines of scientific instrumentation. Established and initiated a field retrofit program. Reestablished the brand image and restored customer confidence. Enabled retention of $12M in ongoing business, an integral element in their acquisition by Thermo Electron.
== Johnson & Johnson, Inc. Ortho Diagnostics Systems ($840M division, 3 year engagement)
* Led a six-person team that developed a blood test module and related consumables for a $245K clinical chemistry analyzer. Designed and led training programs for a 40-person marketing, sales and operations unit. Achieved instrument and consumable sales of $120M in 3 years, representing a 30% market share worldwide.
== Ankom Technology Corporation (Privately held early stage growth company, 1 year engagement)
* Implemented and led a program that achieved multi-national regulatory approvals that enabled this laboratory instrumentation company to capture $30M in European and Asian sales. Implemented design, production and quality control changes. Rewrote collateral materials, operator manuals and manufacturing procedures.
== Bios, Inc. (Venture capital backed pre-revenue start-up company, 3 year engagement)
* Led a three-person team that developed a $140K cardiac scanner based on proprietary nuclear medicine technology. Co-developed the sales and marketing strategy; implemented CRM. Hired and led the sales team; targeted GPOs, physicians and hospital administrators. Penetrated a new market segment; achieved the 2 year $2M sales goal in 18 months. Secured outsourced production; led transition to internal manufacturing.
== Xerox Inc., AMTX Division ($320M division of a Fortune 200 company, 2 year engagement)
* Led a four-person team that developed a wearable drug infusion pump based on proprietary technology. Performed market research, technology analysis and competitive product evaluations; conducted field trials. Developed marketing plans for select applications valued at $160M.
== Cooper LaserSonics, Inc. ($25M division of Pfizer, Inc., a Fortune 50 company, 2 year engagement)
* Introduced kits for on-site post-surgical equipment refurbishment. Cut equipment downtime 40%, hospital repair costs 60%. Added $1M in sales revenue at 32% net profit. Achieved breakeven in 10 months. Led a product development program, oversaw field trials, and refined market plans for a new surgical tool.
== Wallach Surgical Devices, Inc. (Privately held $9M growth company, 1 year engagement)
* Achieved safety approvals on key gynecology and ophthalmology product lines; enabled $7M in new sales opportunities. Introduced new procedure kits; spawned $15M in recurring revenue potential. Installed new production machinery; increased output 600%, reduced scrap 15%, cut costs 70%. Instituted new management protocols in two departments, re-trained 20 engineering and operations personnel; obtained ISO certification.
1984 - 1986
COOPER LASERSONICS, INC. (Acquired by Pfizer 1987)
Connecticut
BUSINESS GROUP MANAGER - ADVANCED PRODUCTS GROUP, ULTRASONIC DIVISION
Recruited by the VP/GM. Increased revenue to $10M from $5M for a capital surgical equipment division, post acquisition, of a $65M company. Accountable for product line P&L, Marketing, Sales, R&D and Manufacturing Engineering. Managed a $1M budget. Rebuilt, coached and led a team of 5 engineers, 1 marketing specialist, 2 inside sales reps, and 3 RSMs. Managed domestic and international distributors; indirectly oversaw 50 field reps. Cultivated partnerships with knowledge opinion leaders (KOL) at leading universities; collaborated on research, product development, pre-clinical and clinical trials, training and product support. Generated physician referrals.
* Generated $5M in new sales revenue; $3M from North America, $2M from the UK, Europe and Japan. Increased net profit to 12% from 9%. Exceeded quotas of $7M in '85, $9M in '86; received President's award.
* Authored and secured 510(k)'s. Launched two next generation models; increased follow-on sales in existing segments and originated sales in previously un-addressable segments; increased global market penetration.
* Identified and quantified new product and surgical applications. Initiated and led cross-functional development; reduced time-to-market 40%. Led redesign of key manufacturing operations; cut production costs 10%.
* Restructured compensation plans, developed and implemented new sales tools; shortened sales cycle 25%.
1981 - 1984
MEDICAL LABORATORY AUTOMATION, INC. (Acquired by J&J 1986)
New York
SENIOR PROJECT ENGINEER - DIAGNOSTIC INSTRUMENTATION (HEMATOLOGY)
Aided sales growth to $11M from $4M, and market share growth to 62% from 40% for a blood analyzer company.
* Led technical support for marketing and sales. Served as sales engineer, helped closed $1M in new accounts.
* Implemented a field retrofit program that resolved problems on the flagship product and cut user cost 17%.
* Designed and installed innovative production tooling that raised net profit of consumables to 62% from 36%.
EDUCATION / PROFESSIONAL DEVELOPMENT
Executive Development Program, American Management Association, 2002
Certificates: Leadership, Management, Finance, Marketing, Sales,
Negotiations, Strategic Planning
MBA Coursework, Simon School of Business, University of Rochester, coincident with Ph.D. Program, 1990 - 1993
Audited courses in Marketing, Operations Management, Accounting and Finance
Ph.D., University of Rochester, 1993
Cardiovascular Mechanics & Mechanical Engineering
M.S., Columbia University, 1984
Applied Mechanics
B.S., University of Rochester, 1981
Mechanical Engineering |
