College of Business

-Heading up all the undergraduate, evening MBA and business honors programs for our College of over 90 full and part time faculty and 2500 students. -Change management for College restructuring-Moving our processes to more student focused class scheduling while meeting the needs of the faculty

Doctoral research, Regression analysis, and Assistant for the NSF funded TI:GER program linking business, law and engineering students for commercialization coursework and projects.

Rubel School of Business, InstructorMAIT 528 Negotiations and Organizational Change -summer 2003Master's level section - Developed and delivered new course including all materials

Founded consulting firm to assist SME local businesses with Asian manufacturing and outsourcing strategies and implementation.

Converted new business unit into substantial profit through organizational development and customer focused market segmentation. Targeted initiatives for new cellular opportunities yielded continued revenue and profit growth. Key activities and results include: * Performed profitability analysis in an internal consultant role with projects completed on pricing strategy, outsourcing & material cost reduction in a 9 month period. * Developed core competencies in engineering and program management. Instituted process to address customer satisfaction issues. Improved relations with all customers while moving satisfaction of largest customer from "red" to "green."Implemented customer segmentation through market research and created prioritization model for development engineering programs.Accomplished a pretax profit more than 40% higher than plan on revenues of $517 Million.Responsible for profitability management, pricing, forecasting and sales activities for $500M+ global business.

Guided new production facility from construction to full production while living in Mainland China. Responsible for all business pricing and customer development. Key activities and results include: Exceeded production start schedule by more than one month. Met or exceeded all critical product dates. Exceeded cycle time and quality targets. Grew factory from construction to $64M in annualized sales in 15 months. At time of departure, facility was the most profitable manufacturing facility in organization