VP/DIRECTOR - SALES AND MARKETING
Executive Management / Market Development
Exceptionally strong background in nanotechnology and understanding of high technology products. Business development experience in process and control automation, instrumentation, and technologically advanced devices. Successful in leading established organizations and new business ventures to increased revenue and higher profit margins. Strengths include:
* Strategic Business Planning
* New Business Development
* Market Channel Development
* Product Development / Commercialization * M&A Strategy Development
* Full Operational Oversight
* B2B Relationship/Alliances
* Direct Sales Experience
Company A - Business Unit of a Global Company
2001 – 2005
A business unit of a EUR 250 million manufacturer of metrology for the machine tool industry, the business unit, located in the California bay area, is a manufacturer of process and control automation systems for high technology and nanotechnology manufacturing environments.
President
I was recruited by the (former) CEO and current Managing Director of Global Operations to return to the company, and lead the turnaround of a recently acquired new business venture. The customer base ranged from Fortune 500 prospects, to VC funded technology startups in the semi-conductor, data storage, material science, photonics, and biotechnology industries in the western U.S. and abroad. I had full P&L responsibility for the business venture, managing 40 people.
At my arrival, the business venture was in turmoil, providing no ROI, with significant losses. Traveled internationally, strategizing with key customers, inter-company distribution sites, and colleagues – to determine viability of the company’s current market direction and identify potential product development opportunities that would restore profitability. I also initiated discussions with several global executive managers. After learning that closing or reselling the business unit was not an action executive management was willing to consider, I began to initiate turnaround strategies:
-- Developed sales and marketing plans to re-gain a reputable position with past customers, broaden product application, and deepen product offering on a very limited budget. Developed market analysis and implementation plan to position the company as a Tier One supplier to the data storage industry.
-- Performed M&A analysis on several potential acquisition targets for business unit expansion. Formed partnerships and alliances, and acquired a company in the automation industry, broadening the base of technologies offered.
-- Led product improvement and new product development efforts. Directed the return of core products to R&D to institute basic design changes, affecting manufacturability, serviceability, and performance. Staged new products into development with a higher level of technology required by customer need.
-- Instituted MRP, manufacturing improvements, and financial controls. Gained control of production and eliminated supply shortages and material misallocations. Introduced management reporting and developed systems to track progress and ensure implementation of improvement efforts, and provide timely financial auditing of the business unit.
At each successive quarter, the efforts undertaken improved the business profitability and stability:
* Turned around, stabilized, and re-structured the business unit, reversing several million dollars in annual losses prior to my arrival, and restoring EBITA to break-even in 2004.
* Improved gross margins on the core products from under 9% to over 38% by instituting design changes, improving assembly techniques, and adjusting selling prices.
* Shortened lead times of the standard systems from 22 weeks to 13 weeks.
* Championed corporate-wide the global sales and support of business unit products by through global organization’s wholly-owned distributors in 30 countries.
* Recovered a key customer account position from “dead” supplier to “preferred” supplier, and won award for the fastest, problem free, technology integration into the customer’s production line.
* Negotiated and closed several company legal liabilities involving the IRS and patent-related issues.
* Successfully launched four new products – two revisions and two new technologies – on time and under a very limited budget, and established B2B relationships with high tech companies, creating a pipeline for significant business unit expansion (from US $5 million to US $15 million in sales).
By the start of 2005, it became apparent that the global organization was not ready to fully support the collaborative relationships and risks, necessary to take this business unit to the next level. I closed the 2004 year financial results, and departed on good terms.
Company B - Business Unit of a Global Company
2000-2001
A division of US $600+ million Parent Organization, the business unit based outside Phoenix, Arizona, provides nanotechnology process and imaging instrumentation to highly technical research divisions in data storage, material science, in situ chemical testing, and biotechnology.
National Sales and Marketing Manager
Recruited to lead national sales and marketing for this recently acquired business unit. My previous experience allowed me to immediately take action on a variety of fronts including business unit structuring and assimilation, launching efforts to construct sales media and channel-to-market stateside, and developing contractual agreements for company distributors. Directed all aspects of the stateside company-to-customer interaction. Developed and managed a team to enact sales coverage / strategic planning within the United States territory.
At my arrival, the company was in the formation stage for a new product launch. I was appointed to serve as a key member of the launch team comprised of the President, Research Scientists, and the International Sales Manager, aiding development and direction of marketing for the new product launch. Customer base for new product had a strong emphasis in biotechnology. My technical background was also used to provide internal consulting to engineering and manufacturing on development and build efforts.
* Initiated portion of marketing launch of new product for proteomic research.
* Restructured the company’s direct sales and distributor sales network to achieve better penetration and coverage for the product line in the United States.
* Developed three-year channel-to-market plans for United States territories.
* Sought and obtained collaborative marketing agreements from “synergistic” customers. Negotiated terms of agreement.
* Directed Ph.D. level staff in instrument application development, drawing from my extensive background and understanding of advanced research trends.
Company C - Business Unit of a Global Company
1998-2000
The business unit in Sunnyvale, California, is the instrumentation division of US $2 billion parent corporation, a manufacturer of research and process development instruments, and devices, for industrial and academic research applications.
Senior Accounts Manager – Western United States
Recruited to direct sales and manage customer accounts throughout the western region of the United States. Managed all aspects of company-customer interaction, delivered product demonstrations in seven western states, and provided strategic planning for growth. Customers spanned a wide range of the most technologically advanced production and research facilities in semi-conductor, data storage, material science, and biotechnology.
A high degree of technical competency, in a broad range of high technology and nanotechnology disciplines, was necessary to effectively advance the company products. The company grew from US $5 million to US $17 million during this time period, and was acquired by the largest competitor in the market.
* Improved western area sales 117% in 1998, 97% in 1999, and 133% in 2000 and increased product margins selling in the region by more than 11%.
* Rebuilt the account management structure in the western region, instituted better contact management systems to improve account penetration, and negotiated amenable dismissal of distributor coverage in specific territories.
* Guided Ph.D. level staff in customer application analysis.
* Negotiated customer collaboration agreements with university and industrial research facilities.
Company D – a division of a Global Company
1986 – 1998
The US based $45 million division of a EUR 250 million global company. The U.S. division manufactures and distributes metrology for the machine tool industry in North America, and has locations across the region.
Western Regional Manager (1995 to 1998)
Eastern Regional Manager (1992 to 1995)
Promoted through a variety of positions to Western Regional Manager, where I was appointed to an elite three-member team reporting to the CEO, to initiate the U.S. portion of a global product launch. Developed market plan, initial advertising media, and related budgets for U.S. launch. Earlier, as Eastern Regional Manager, held P&L responsibility for a sales & marketing, field service, and general & administrative budget of US $1 million.
Product / OEM Accounts Manager (1989 to 1992)
Design / Applications Engineer (1988 to 1989)
Staff Engineer / Service Manager (1987 to 1988)
Service Support Engineer (1986 to 1987)
EDUCATION
B.S., Electrical Engineering, Michigan Technological University
Dual Major: Electrical Control Systems - Biomedical Engineering
Post Graduate – Various professional and industry specific training courses |
