Career Highlights
• Division GM and Corporate Marketing VP for banking technology vendor. Led product and market strategy for transactional kiosk business, established company as the early leader in 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.
4/04–Present Source Technologies LLC, Charlotte, NC
GM Payment Solutions Division & VP, Corporate Marketing
Source Technologies is a leader in specialized check printers and software for banks. When I joined as VP Marketing, they faced two challenges: revenues had slid from a peak of $65M in ’02 to $53M in ’03, and they were struggling to establish a new business unit selling self-service kiosks.
Addressing the Payment Solutions revenue problem, I took over sales training, implemented robust online/offline marketing execution systems, and broadened product positioning from large corporate to the mid-market, creating online and inside sales channels. Working with engineering and software development teams, I migrated our kiosk product strategy and market positioning away from custom informational kiosks to integrated, off-the-shelf “transactional” kiosks. This led to several high-profile sales and established early leadership in the financial self-service kiosk space.
As a result, overall revenues stabilized at $48M in ’04 and climbed to $62M in ’05. Additionally, the strategic shift helped propel our young Self-Service division from $1.5M to $8M.
In November ‘05 I was promoted to VP of Marketing and Channels. Despite the overall rebound in ‘05, reseller and OEM sales continued to slide, receding from $19M in ‘04 to $15M in ‘05. I reorganized the channel sales team into well-defined hunter/farmer roles, triaged the reseller base to improve focus, and increased overall partner “touches” with sales resources, education, and promotions delivered online. These efforts pushed channel sales back to $19M in ’06.
In March ’06, the board brought in a new CEO who promptly began swapping out the senior executive team. The transition 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 a $50M P&L and oversight of a 20-person sales organization. The division shipped $20M in the 1st half and is in position to achieve our target. I also continue to manage a 5-person corporate marketing team.
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 Atrion stockholder). 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 the leading provider of import/export regulatory compliance management software. 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.
In two years, the company grew from a $2M unknown in a fragmented, immature market to the $12M leader in a rapidly growing space. Average deal size grew from $35K to $280K in 12 months. Atrion International continues to set the pace for the rest of the market, and is considered the 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 15-person 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, and I accepted the position of Director of Sales. My charter was to integrate the Manufacturing Planning product suite into the existing sales and pre-sales staff, while increasing MP sales. Responsibilities and accomplishments included:
• Sales “champion” for the finite scheduling module within the total SCM software suite.
• Developed sales/presales tools for the finite scheduling module including competitive matrices, positioning/trapping documents, presentations, and demonstration techniques.
• Provided company-wide 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.
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.
In mid-’94 the company undertook a significant R&D effort 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 over twenty-six years. Our 25-year-old son Jason has a BA in linguistics and is currently pursuing a civil engineering degree at Louisiana Tech. Our daughter Allison, 23, lives in Boston and works with emotionally troubled children. She is pursuing a master’s degree in psychology. |
