SENIOR EXECUTIVE OR CHIEF MARKETING OFFICER OR CMO OR MARKETING EXECUTIVE OR SALES EXECUTIVE OR BUSINESS DEVELOPMENT EXECUTIVE
Providing innovative, visionary and dynamic thought leadership across functional boundaries to seize new opportunities, exploit new markets and drive business success.
Product Development | Market Research & Analytics | Strategic Alliances | Branding | MARCOM | Relationship & KOL Development | Consultative Selling | CRM | Channel Management | Sales Leadership | Organizational Development & Leadership | P&L Management | Operations & General Management
Pacesetting senior executive combining strategic vision, planning and leadership talents with tactical planning, implementation and execution skills to provide timely, profitable and customer-centric solutions. Consistently successful in identifying and capitalizing on opportunities that drive revenue and market share within start-up, growth, mid-size and Fortune 500 companies. Driven to build relationships through consultation and collaboration.
2006 - Present
BUSINESS MANAGEMENT CONSULTANT
New Hampshire
Provided solutions for transformational change, organizational development, marketing and sales leadership, strategic planning, product management, branding, channel management and sales training to medical device, microelectronics, plastics fabrication, test & measurement, industrial products and OEM component companies.
1997 - 2006
INTERCONNECT PRODUCTS MANUFACTURING COMPANY (Privately held)
New Hampshire
Recruited by the President & Founder of this privately held electronic test products company. Implemented growth programs, championed change management, and led domestic and international product and market diversification. Positioned the company for sustainable long-term growth thru new sales opportunities in synergistic niche markets.
As a member of the senior leadership team, grew company from one product line in a single mature market to six new product lines in three new growth markets. Built a sustainable strategic competitive advantage and provided market differentiation using newly patented technology, operational capability and customer service offerings.
DIRECTOR OF MARKETING & SALES (2002 - 2006)
IntegraMate Interconnect Group
Created and implemented marketing, sales and business development plans. Led development of a new category of connector products. Targeted an underserved market worth $245 Million with a 10% CAGR.
* Created and managed the product roadmaps. Established brand strategy, market position and launch.
* Identified and established relationships across six new and diverse market segments. Built a new customer base, and secured new accounts. Implemented CRM programs to drive and sustain growth.
* Partnered with key opinion leaders (KOL) for product development, evaluation, introduction and referrals.
* Developed sales forecasts, advertising budgets, promotional campaigns and ROI metrics.
* Defined pricing policies, sales channels and objectives. Developed sales training programs and materials.
* Matrix managed three regional sales managers and several outside independent sales representatives.
* Led development of an e-commerce website, MARCOM pieces, sales and marketing collateral, and catalogs.
* Developed and delivered sales presentations to C-suite, engineering and operations executives.
DIRECTOR OF NEW BUSINESS DEVELOPMENT (1997 - 2002)
Developed and implemented business plans for a portfolio of new high-end semiconductor test products. Targeted an overlooked market with $95 Million in revenue potential and a 13% CAGR. ('00 - '02)
* Coordinated internal and led external development programs. Secured the company's market position.
* Cultivated strategic partnerships with key accounts for product development, testing and initial placement.
* Established brand and rollout strategy. Built a new customer base. Initiated revenue flow at 14% net profit.
Established, structured and spearheaded the company's diversification and growth programs. ('97 - '02)
* Identified 30+ organic and external growth opportunities that leveraged the company's core competencies.
* Negotiated 7 merger & acquisition (M&A), corporate venture funded and technology licensing opportunities. Performed due diligence, analyzed business plans, prepared financial analyses and pro-forma projections.
* Retained new Intellectual Property counsel. Co-wrote, litigated and defended 6 patents and 4 trademarks. Realigned corporate IP with strategic goals. Managed a portfolio of 46 IP assets. ('97 to '06)
1986 - 1997
MEDICAL PRODUCTS DEVELOPMENT CORPORATION
New York
PRESIDENT, CEO & FOUNDER
Founded and led a market development and product design business. Targeted medical, scientific and technology product companies. High-watermark: $1 Million in annualized revenue, leading 15 professionals on multiple projects.
Managed all aspects of P&L and finance, strategic and tactical planning, operations, business development, marketing, sales and client relations. Established business infrastructures using a virtual team business model.
Partnered with senior-level management teams of industry leading public and private corporations. Identified and led strategic market development initiatives. Led pioneering product design solutions. Led the implementation of new manufacturing protocols, operating procedures and personnel training.
Representative Client Projects included:
== Xerox Inc., AMTX Division ($320 Million Division of a Fortune 200 company)
* Partnered with the VP of Marketing & Sales and the VP of Engineering of the Advanced Technology division. Performed market research, technology analysis and competitive product evaluations.
* Led a four-person team that developed a wearable drug infusion pump based on proprietary technology.
* Developed marketing plans for select over-the-counter (OTC) applications valued at $60 Million.
== Spectronic Instruments, Inc. ($45 Million Industry Leading Public Company)
* Brought in by the VP of New Product Development of this scientific instrumentation company. Eliminated premature failure problems on two core product lines. Established and initiated a field retrofit program.
* Reestablished the brand image and restored customer confidence. Enabled retention of $12 Million in ongoing business, an integral element in their subsequent acquisition by Thermo Electron.
== Johnson & Johnson, Inc. Ortho Diagnostics Systems ($840 Million Division of a Fortune 50 Company)
* Retained by the VP of Product Development of this medical instrumentation company. Led a six-person team that developed a blood test module and related consumables for a $245K clinical chemistry analyzer.
* Developed and led training programs for 40 marketing, sales and operations personnel.
* Achieved a 30% share of a $430 Million market, including instrument and consumable sales, in 3 years.
== Ankom Technology Corporation (Early Stage Privately Held Company)
* Engaged by the President & CEO of this laboratory instrumentation company. Positioned the company to initiate sales in Europe and Asia, markets with a combined revenue potential of $30 Million.
* Led a program that achieved multi-national safety approvals on the core product line. Implemented the required design, production and quality control changes with the Vice President of Operations.
* Rewrote collateral materials, operator manuals and manufacturing procedures.
== Omega Medical Systems, Inc. ($6 Million Development Stage Privately Held Company)
* Retained by the President & CEO of this therapeutic products company. Performed market, product line and operational analyses. Partnered with the executive team to implement changes in the company's direction.
* Reformulated the strategic business plan, primarily focusing on growth opportunities in international markets. Developed and implemented new product development, marketing and operational plans.
* Enabled top-line sales growth to $9 Million, a 23% CAGR, market share growth from 16% to 22% and net profit growth from 7% to 12% within 2 years.
== Bios, Inc. (Venture Backed Start-up Company)
* Partnered with the VP of Sales, Marketing & Operations of this Nuclear Magnetic Resonance (NMR) diagnostic equipment company. Made contributions in product development, sales and manufacturing.
* Led a three-person team that developed a $140K cardiac scanner based on proprietary technology. Led adaptation of the instrument and positioned the company for growth in additional market segments.
* Co-developed the sales strategy. Made sales presentations to physicians, hospital administrators and GPO's. Penetrated a new market segment and exceeded the two-year $1 Million sales goal.
* Led the transition and implementation to internal manufacturing from outsourced production.
== Cooper LaserSonics, Inc. ($25 Million Division of Pfizer, Inc., a Fortune 50 Company)
* Retained by the Division Vice President of a former employer. Continued select initiatives post-acquisition.
* Introduced kits for on-site post-surgical equipment refurbishment. Cut equipment downtime 40%, hospital repair costs 60%. Added $1 Million 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. ($9 Million Privately Held Company)
* Brought in by the President & Founder as the Interim Director of Research, Development & Manufacturing Engineering for a surgical equipment company focused on gynecology, ophthalmology and dermatology.
* Led turnaround of two non-compliant, under-performing and hostile departments. Installed management protocols, cut low profit margin programs, improved team morale and accountability, wrote new operational procedures, and re-trained 20 engineering and operations personnel. Obtained ISO certification.
* Achieved product safety approvals on key product lines; enabled $7 Million in new sales opportunities.
* Introduced new surgical procedure kits; spawned $15 Million in recurring revenue potential.
* Finalized the development and installation of new assembly machinery for disposables production; increased unit output 600%, reduced scrap 15%, and cut net costs 70%.
1984 - 1986
COOPER LASERSONICS, INC. (Acquired by Pfizer 1987)
Connecticut
BUSINESS GROUP MANAGER - ADVANCED PRODUCTS GROUP, ULTRASONIC DIVISION
Rebuilt the Advanced Products Group for a $5 Million Division of a $15 Million capital surgical products company. Accountable for product line P&L, Marketing & Sales, Research, Development and Manufacturing Engineering.
Managed a $1 Million budget. Assembled and led a team of 8 engineers, marketing specialists, inside sales reps and field sales managers. Managed domestic and international distributors, including approximately 50 field reps.
Added $3 Million in North American sales and $2 Million in International sales in select European and Asian markets; Increased net profit from 9% to 12%.
* Initiated and led cross-functional product development; cut time-to-market 40%. Developed new sales tools; shortened sales cycle 25%. Led redesign of key manufacturing operations; cut production costs 10%.
* Launched two models of the next generation device. Enabled sales into a previously un-addressable market segment; increased follow-on sales in existing market segments, and increased overall market penetration.
* Cultivated partnerships with knowledge opinion leaders at leading universities. Collaborated with this network for product research and development; and for physician referrals, support and training.
* Identified and quantified new product applications. Developed marketing plans and product specifications. Secured Board approval and initiated three new programs that addressed new surgical opportunities.
* Authored FDA submissions and obtained approvals. Led multi-national product safety approval programs.
1981 - 1984
MEDICAL LABORATORY AUTOMATION, INC. (Acquired by J&J 1986)
New York
SENIOR PROJECT ENGINEER - DIAGNOSTIC INSTRUMENTATION (HEMATOLOGY)
Helped a medical device company increase sales from $4 to $11 Million; and garner a 62% market share.
* Led technical support for marketing and sales. Assisted in closing sales on several large new accounts.
* Implemented a field retrofit program that solved problems on the flagship product; cut user cost 17%.
* Designed and installed production tooling for consumables; raised product line net profit from 36% to 62%.
EDUCATION / PROFESSIONAL DEVELOPMENT
Ph.D., University of Rochester, 1993
M.S., Columbia University, 1984
B.S., University of Rochester, 1981
MBA Coursework - Audited courses at the Simon School of Business coincident with PhD Program, 1990 - 1993
Executive Development Program, American Management Association, 2002
Certificates: Leadership, Management, Finance, Marketing, Sales, Negotiations, Strategic Planning |
