Position	Director, Product Marketing
Location Confidential	No
Location	Northeast USA
Willing to Relocate	Yes
Industry	Pharmaceuticals(Ethical)/Surgical/Medical-Equip.
Function	MARKETING/Advertising/MarketResearch
Compensation	$100,000 to $200,000
Resume Summary
Marketing executive with global product development and strategic planning effectiveness in the medical device industry. Established ability to develop and execute corporate strategies to increase sales in competitive markets.
Resume Body      DIRECTOR, PRODUCT MARKETING
• New Product Development: Directed a team of 40 multi-disciplinary members to develop global product requirements for a new medical device to support a base business for a $250 million market. Effectively used voice-of-customer (VOC) processes to align global product requirements minimizing scope creep. • International Competence: Co-led the development of the apheresis red cell (RBC) product line strategies for North America and European markets to convert RBC apheresis collection from .05% to 3% share. Coordinated market research focus group sessions with KOL’s in North America, Europe, Asia and Japan to consolidate product trends and competitive pressure used to improve product design and shift strategies to market the key product attributes that differentiated Haemonetics. Widened knowledge of global markets and communication with enhanced sensitivity to local cultures traveling and conducting VOC exercises for the past four-years. • Budget and Business Modeling Management: Managed all aspects of new product development budgeting and presenting status to senior management. Contributed to business modeling variables including sales projections, product cost and average selling price to measure Return on Investment and Net Present Value. • Strategic Planning: Provided leadership in developing bridging strategies for products exiting the maturity stage and entering the declining stage of the product life cycle prior to a new product being available for sale. Participated in analyzing new market opportunities and validating sales revenues and margins within specific customer segments. Experience 2004 – March 2008 Massachusetts A $450 M global medical device company for collection and tracking of blood products. Director Global Marketing Took leadership role in managing a global cross-functional team to develop the next generation apheresis blood collection platform. Effectively utilized market research to develop global product requirement that will lead to innovative product attributes to maintain and grow market share for Haemonetics base business of $250 million annually.  Leveraged conjoint analysis and customer usability testing to verify product attributes and price to ensure the product will meet customer requirements and corporate margins.  Completed global marketing plans to support the value proposition and roll-out strategies instituted in the business plan. Identified the 90 – 93% cannibalization of current products and 8-10% of new market share opportunity.  Successfully managed the development of the new product name, logo and descriptor and secured the trademark  Co-led the revision the clinical trial planning process by changing the approach for selecting the best-fitting sites for performing clinical trials.  Composed a list of twelve patentable concepts from the new device design prioritized the list with input from R&D and the legal department. This process led to the submission of four patents.  Controlled the project $23 M in capital and $25 M in variable expenses and informed management of changes. Broadened the awareness of capital spending and depreciation to the CFO to ensure long term financial planning incorporated this expense.  Contributed to the negotiation of a global ancillary product line assignment to another vendor allowing Haemonetics to focus on core strategies and eliminated $2.6 million in future royalty payments. Business Unit Manager, Global 2003 - 2005 Full global P&L responsibility of the RBC Apheresis and Cell Processing product lines  Participated in the corporation’s strategic plan by developing annual revenue goals with regionalized strategies and tactics leading to an increase in sales from $320 M to $350 M.  Conducted market research to properly identify customer segments and assisted in perceptual mapping to verify the company and its’ competitors position in the market place.  Effectively communicated the military strategy for the Cell Processing product line achieving $2 M in sales for this niche market product.  Led the monthly Continuous Improvement Meetings (CIP) that identified product quality issues. Issues were prioritized based on impact to profits, cost reductions and timeline for corrective action implementation. Product Manager Red Cells, North America 1999 - 2003 Full North America P&L responsibility of the apheresis red cell product line  Developed strategies and tactics for this market changing product for mobile and fixed site blood collections to grow share from 70 k procedures 250 k in a market opportunity of 7 M procedures. Identified new area of opportunity in the therapeutic market industry for treating Hemochromatosis for better patient outcome by reducing iron overload in less time.  Co-led the transformation of the sales approach and product implementation by identifying the customer buying chain, importance of customer budget cycle, customer segments, effective use of pricing tiers and the use of the 30-second commercial. This new process led to l5 new blood center customers delivering to the growth to 250 k procedures of the total apheresis RBC collection.  Identified and managed ten clinical submissions for annual blood bank meetings to support sales communication strategies of the product benefit for donor and patients.  Planned two AABB Corporate Evenings leveraging customer testimonials including video development of the Five-Points-of-Life Story that told compelling stories of patient and family life saving stories using blood products. Associate Product Manager Red Cells, North America 1998 - 1999 Assist in managing the P&L for the red cell product line  Participated in the implementation of the American Red Cross pilot study using apheresis RBC technology by managing the logistics for the four sites participating in the study and the development of the Standard Operating Procedure.  Launched product line extensions and engineering improvements to improve margins from 35% to 45%. Product Support Engineer, Blood Bank Business Unit 1995 - 1998 Primary support engineer for Haemonetics products  Managed multiple projects and lead initiatives and engineering change orders to resolve top quality issues and improved out of box quality by 9% and Product Incident Reports from 1.94% to 0.53%.  Developed the MCS+ 9000 product service manual and launched to all Field Service Engineers Field Service Engineer 1988 – 1995 Minnesota 1986 - 1988 Lead Service Center Technician Wisconsin 1981 - 1986 Biomedical Technician II, Clinical Engineering Department Education University of Massachusetts, Bachelor of Science, Management Information Systems Pennsylvania State University, Associates Degree, Biomedical Technology Internship, Mercy Hospital, Pittsburgh Pennsylvania Abstracts Economic Analysis of Whole Blood versus Apheresis Red Cell Donations. Transfusion 2000;40 Supplement AP41 (presented at American Association of Blood Banks; 2000) Collection of Double Unites of Red Cell Concentrate with Haemonetics MCS®+ and Leukoreduction with Pall Leukotrap SC0RC Filter System. Transfusion 2000;40 Supplement AP41 (presented at American Association of Blood Banks; 2000)
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