Career Highlights
• VP Sales & Marketing for innovative payment solutions vendor. Established thought leadership in the Check 21 space while growing strategic sales relationships with financial services companies and OEMs. Grew profits 184% in one year.
• Division GM and Corporate Marketing VP for a banking technology vendor. Led product and market strategy for transactional kiosk business, established company as the early leader in a new market space. Grew revenues from $48M to $62M in one year.
• VP Marketing and Strategy for a leading logistics compliance platform vendor. Oversaw all elements of market strategy and execution, including six acquisitions in 15 months. Grew revenues from $2M to $12M in two years.
• Director of Marketing for a $35M pre-IPO SCM software vendor. Led the design and deployment of the first inter-enterprise replenishment system, and established company as a pioneer in one-to-one Internet trading networks.
• Director of Sales for a $30M publicly-traded SCM software vendor. Oversaw entry and rapid growth in the advanced planning and scheduling market. Grew sales 400% in first year.
• Harvard BA, co-inventor of several software technologies: constraint-based forecasting, compliance optimization, and the event processor.
1/08–Present Rosetta Technologies Corp, Tampa, FL
Vice President Sales & Marketing
Rosetta Technologies provides specialized software and print technology for banks, financial services companies, and other industries. It is a direct competitor of Source Technologies (see below). I was hired by Rosetta’s president to implement a channel-based strategy geared to increase market share and sales, while also developing new solutions based on the company’s core technology. In the first six months:
• Rebuilt the sales team, implemented the Solution Selling methodology, deployed Microsoft Dynamics CRM.
• Recruited a marketing department from scratch, crafted all-new corporate messaging and branding.
• Built out an extensive digital marketing platform featuring inbound marketing capabilities, secure partner sub-sites, online training/certification, social media, and ecommerce.
This resulted in:
• 284% YoY revenue growth of workgroup product line while maintaining revenue levels in other product categories.
• 184% YoY profit growth despite the banking industry meltdown that year.
In ’09 I worked with R&D to redevelop the company’s enterprise Check 21 platform to meet the evolving needs of smaller institutions requiring electronic returns processing. We have sold hundreds of these systems and today it is being promoted by the Federal Reserve Bank, several item processors, and a growing network of resellers.
In ’10 I continued to drive the sales and marketing organization while personally developing strategic sales relationships with banking service companies such as Fiserv, Harland FS, Wescorp, and Southwest Bridge, plus OEM relationships with Ricoh, Samsung, IKON, and InfoPrint (IBM).
4/04–8/07 Source Technologies LLC, Charlotte, NC
GM, Payment Solutions Division & VP, Corporate Marketing
Source Technologies is a leader in software and specialized check printers for banks. I joined as VP of Marketing and managed all product marketing/product management including strategy and execution for both the core Payment Solutions division and start-up Self-Service division.
I built a 5-person marketing team from scratch, implemented extensive digital marketing execution systems for the core business, and revamped the self-service business model from custom kiosks to a provider of integrated, off-the-shelf transactional kiosks for banking.
Based on these efforts:
• Online traffic and qualified leads quadrupled in 18 months.
• ’05 Payment Solutions division revenue grew from $46.5M in ’04 to $54M.
• ’05 Self-service division revenue grew from $1.5M to $8M.
In November ‘05 I was promoted to VP of Marketing and Channels. Despite the overall revenue growth in ‘05, reseller and OEM sales had receded due to poor oversight. I addressed the channel problem as follows:
• Reorganized the channel sales team into well-defined hunter/farmer roles.
• Personally conducted a Q1 road trip to all major resellers and OEMs.
• Leveraged our online marketing platform to increase overall partner “touches” with sales resources, education, and promotions.
These efforts pushed channel sales back up from $15M in ‘05 to $19M in ’06.
In March ’06 the board of directors replaced the CEO. In April the CTO died of a heart attack and in August the CFO resigned. The collective disruptions caused Payment Solutions revenue to fall from $54M in ’05 to $35M in ’06.
In January ’07 I was promoted to GM of the Payment Solutions division, with oversight of a 20-person sales team, and chartered to push sales up to $47M. I continued to manage the corporate marketing team. We shipped $20M in the 1st half and were in position to achieve our sales target.
I was ousted from the company in August ’07 for refusing to accept unethical behavior by my supervisor, the senior VP of sales and marketing. The board of directors intervened, and in October ’07 I was offered my old position back. But I made the decision not to return to the company.
3/00 – 8/03 Knorr Capital Partner AG, Munich, Germany
Senior Partner, Boston Office
I originally joined Martlet Venture Management, a Canadian VC investing in early-stage software/Internet companies in Europe and North America (Martlet was a major stockholder in Atrion, see below). My role was to build a complementary investment portfolio in the US, while helping partner companies develop and refine product and market strategies and positioning.
In September ‘00, Knorr, a publicly traded German venture catalyst investing in Internet B2C, B2B, and infrastructure companies, acquired Martlet. As Senior Partner, my primary role was to build out the US organization while continuing development of a US portfolio. Additionally, I continued to support business development efforts with partner companies.
With the collapse of the IPO market, Knorr was unable to raise capital or generate cash from liquidity events. In March ‘02, the company suspended operations, but I and other partners in the US and Canada continued portfolio development and also worked with other VCs to consolidate holdings. This led to other M&A engagements. Additionally, I took extended consulting engagements with early-stage IT firms, building permanent marketing and bus-dev departments.
3/98 – 2/00 Atrion International, Inc., Reston, VA
Vice President, Marketing & Strategy
Atrion is a leading provider of import/export regulatory compliance management software. The former president of Numetrix (see below) brought me over to develop and implement a hypergrowth strategy for the company. I developed and executed Atrion’s strategic product and marketing plans. Achievements include:
• Successful creation and communication of a new corporate vision and market strategy.
• Establishment of market and thought leadership with major industry analysts, including AMR, Gartner, and Benchmarking Partners.
• Oversight of product strategy, including development path and M&A targeting; six acquisitions completed and integrated in a 15-month period.
• Co-inventor of Compliance Optimization and Event Processing technologies.
• Development and delivery of training and process tools for sales/presales staff.
• Implementation of marketing processes in support of major Atrion stakeholders.
Average deal size grew from $35K to $280K in the first 12 months. In two years, the company grew from a $2M unknown in a fragmented, immature market to the $12M leader in a rapidly growing space. Atrion International continues to set the pace for the rest of the market, and is considered an industry leader in delivering enterprise software for global regulatory compliance.
12/96 – 3/98 Numetrix, Inc., Toronto, ON
Director of Marketing
Originally hired as Presales Consulting Manager for this $35M supply chain software vendor, my official role was “player-coach” for presales in the Northeast region. I managed a team of five presales consultants, and coordinated their efforts with the district sales managers in the region.
In April ‘97 I was promoted to National Presales Manager, and my responsibilities broadened to include:
• Competitive training company-wide for new sales, presales, and telemarketing hires.
• Development of sales/presales tools including competitive matrices, positioning/trapping documents, “canned” video, and Screencam presentations.
• Direct sales efforts to strategic accounts including GE Plastics, Dow Chemical, and Michelin, leading to several high-profile closes.
• Presentations to industry analysts such as AMR and Benchmarking Partners, speaking engagements at trade shows and industry forums, including SAP ASUG and DC/Expo.
• Support of strategic alliances with Big-6 consultants and other supply chain vendors, including development of co-marketing strategies and cross-training of consulting staff.
• Co-invention of Constraint-Based Forecasting technology embedded in Numetrix/3.
• Oversight of pilot implementation of the product suite for a strategic Fortune 100 prospect.
In August ’97 I was promoted to Director of Marketing for the Americas, managing a 5-person marketing and 10-person telesales staff. In this new role, I repositioned the product suite and oversaw a successful market re-launch in October ‘97, including rollouts in New York, Atlanta, Chicago, and San Jose. For the first time in company history, Numetrix had a consistent corporate message, backed up by 1st-class sales and marketing materials, lead generation, PR, and advertising plans that all supported the message.
Attempts to position the company for an IPO were unsuccessful and Numetrix was acquired by JD Edwards (now Oracle) in June ‘99.
5/95 – 12/96 Logility Inc., Atlanta, GA
Director of Manufacturing Planning Sales
I was originally hired as Business Development Manager by Stone & Webster to build the market for their suite of finite scheduling and planning tools for process manufacturers. I was responsible for a successful strategic partnership with Logility, a $30M supply chain software vendor. This included developing the co-marketing plan, including advertising and collaterals, training their sales and presales staff, and providing the direct sales effort leading to a number of high-profile closes, including Land-O-Lakes and Campbell’s Soup.
This six-month effort convinced Logility to pursue the purchase of the “PSA Group” from Stone & Webster. The purchase was consummated in March ’96.
I accepted the position of Director of Sales with Logility and my charter was to integrate the newly-dubbed “Manufacturing Planning” product line into the existing sales and pre-sales staff, while increasing MP sales. Responsibilities and accomplishments include:
• Sales “champion” for the MP products within the total Logility SCM software suite.
• Developed sales/presales tools for the MP product line including competitive matrices, positioning/trapping documents, presentations, and demonstration techniques.
• Provided company-wide product and competitive training to all sales and presales staff.
• Sold internationally to strategic accounts, including Elf Atochem, Huntsman Chemical, Georgia Pacific, Coca-Cola.
• Made presentations to industry analysts such as AMR, Gartner, & Benchmarking Partners.
• Grew license revenue 400% in one year from $1.4M to $7M.
Despite these results, I continued to be paid well below the market rate, so I aggressively pursued and obtained a management position with Numetrix, a direct competitor.
09/90 – 4/95 NOVA Software Development Corp., Bridgewater, MA
Senior Account Manager
Nova developed and integrated turnkey manufacturing systems for small (50 to 300-person) make-to-order manufacturers. A typical sale ranged from $50,000 to $100,000. I was originally assigned the New England region, and succeeded in meeting my quota of $500,000 in ’91 and ‘92.
In ‘93 the Midwest was added to my territory, with a $1M quota overall. Focusing on Tier 2/Tier 3 manufacturers in the automotive industry, I exceeded my quota and established a presence in this critical market.
The company undertook a significant R&D effort in mid-’94 to update a UNIX-based, “green screen” application to a client/server system. At the same time, competition among the 25 to 30 players in this market intensified. Late market entry with a GUI product caused sales to suffer through late ‘94 and early ‘95. That, coupled with the R&D cash drain, resulted in Nova filing Chapter 7 in May ‘95.
6/88 – 6/90 Mutronics Marketing Inc., Brockton, MA
Co-founder, President
In early ‘88, the "home office" retail market was heating up in New England. My partner had been a senior buyer for consumer electronics at two of the region’s largest mass merchants, and had numerous contacts with vendors in the business. From my Eastco days, I had buyer contacts at many mass merchants.
Our concept was to provide a secondary supply of PCs, faxes, personal copiers, telephone systems, and other hardware to major retailers.
In a small startup, I managed all aspects of the business including:
• Negotiating and maintaining vendor relations.
• Performing direct sales efforts into major accounts.
• Hiring, training, and managing all sales, admin, and operations staff.
Within nine months, I had signed all major players in New England including Staples, Lechmere, and BJ’s Wholesale Club. First-year sales exceeded $5M.
In April ‘90, despite a strong cash flow and a current account status, our bank elected to pull our credit line in the heat of the banking crisis at that time. With zero liquidity and no prospects for a new line of credit, we decided to conduct an orderly shutdown.
3/83 – 5/88 The Eastern Company Inc., Westwood, MA
General Manager, Systems Division
“Eastco” was a $200M regional distributor of consumer electronics and white goods. I was hired as Sales Manager to start a new division selling PCs and peripherals. I managed all aspects of starting and building the division including:
• Negotiating and maintaining vendor relations.
• Performing direct sales efforts into major accounts & OEMs.
• Hiring, training, and managing a 12-person sales/pre-sales staff.
• All marketing activities, i.e. trade advertising, direct mail, trade shows.
• Strategic product and market development.
After floundering for the first year as a general distributor of hardware, I focused on PC-based CAD/CAM and imaging systems. We pioneered the market in the Northeast, providing integration services for a network of resellers in the channel. Our second year was profitable with gross sales exceeding $3 million.
In September ‘85, I was promoted to Director and given P&L responsibility. To expand the business, I started the Communications Group within my division, which specialized in broadband network hardware and VSAT (very small aperture transmission) bidirectional satellite communications systems for commercial applications.
In November ‘87, I was promoted to General Manager of my division and became 1 of only 12 employee stockholders, youngest in company history. The division continued to be profitable, running at a $9 million clip. In May ‘88, an opportunity arose to start my own business.
11/81 – 2/83 Ann & Hope Inc., Cumberland, RI
Sales Representative
Ann & Hope was a 6-store mass merchant retailer. Hired on commission as Christmas help in their new computer department, I was the #1 salesman in the chain in December ‘81 and asked to stay on. In April ‘82 I instituted a computer literacy course for customers. I was also frequently called upon to evaluate future products and train other salespeople throughout the chain.
Education
9/77 – 6/81 Harvard University, Bachelor of Arts Degree, Music Composition
Outside my major, I took extensive coursework in economics and applied mathematics. I achieved Dean's List sophomore through senior years, and received a Bachelor of Arts degree in June 1981.
Personal
Mary and I have been married for twenty-nine years. Our 27-year-old son Jason has a BA in linguistics, a master’s degree in history, and is currently pursuing a doctorate in history at Saint Louis University. Our daughter Allison, 26, lives in Boston and works with emotionally troubled children. She has BS degrees in psychology and sociology and a master’s degree in psychology. |
