What do a manufacturer, builder and software company owner all have in common? The insight, experience and wisdom to help each other achieve their personal and company vision. TAB’s Business Owner Advisory Boards expand the thinking of members beyond their particular industry providing out of the box perspectives to spur new ways of doing business. No theories—just practical, real-world, tried and tested solutions and invaluable hands-on experience. Our members consider their board to be the ONLY place they can discuss their business challenges.TAB works with successful business owners who are burnt out from advisors and consultants and who feel that their current practices are not elevating their businesses to the next level. We bring together CEOs, owners and presidents of non-competing companies to meet in groups of 8–12 members for one morning a month in a relaxed, confidential setting to discuss issues and opportunities.Each board has 200 to 300 years of business experience. Members receive solid insight and practical advice that they can apply immediately to the challenges they face. Owners and CEOs who join TAB get to work on their business instead of in it and the board is both an invaluable advisory resource and a peer group that demands accountability.

The team annually chooses a product to market. They do market analysis, biz plan, financials, and promo plan. The team competes with both written plan and live presentation each April against 32-36 other colleges in the country.

Com-Pak Services is a well known purveyor of direct marketing services with specialization in mail and web based applications. Brought in to help turn company around after purchase by Riverside Acquisitions--leveraged equity organization. * Focused efforts on organizational effectiveness by recruiting and placing new general manager as well as new director of client services. * Sales and client support team brought in 11 new clients in first 7 months of 2013 while solidifying and growing relationships with key existing clients in publishing and telecoms sectors.

Targeted communications strategy, management and execution group focusing on organizations who are challenged by the task of managing and executing their direct to customer messaging across multiple communications channels.*Built sales team that had 25MM funnel with conversion rate of 1 new client for every 7 first appointments.

Same role as Transcontinental Direct

Recruited by President to develop a national sales force selling direct mail production services across six US production units. Emphasis on expanding beyond traditional finance and credit card business into new verticals to broaden exposure and presence within the marketplace. Ultimately, responsible for driving sales strategy for entire US, including both new business development and existing business retention. Provided leadership and direction to 17 direct reports. * Achieved Significant Results. Key driver in groundbreaking efforts in targeting six new vertical markets: Insurance, Healthcare, Travel/Tourism, Telco/Broadband, Non-Profit, and Retail. Leveraged understanding of competitive dynamics in the field, identifying opportunities and capturing new business. IMPACT: Grew sales $17.6M against growth target of $14.0m in 2007 and delivered 8% sales increase in targeted verticals in 2008 (despite 35% decline for entire business base). Completed 2009 with $9M over revised budget.* Led Aggressive Turnaround of Texas Facility. Implemented disciplined sales processes and systems to revitalize under-performing Texas facility and establish a new platform for business growth. Developed a committed and highly energized sales team, defining goals and objectives, with attention on attaining sales results from a "big picture" perspective. IMPACT: Transformed negative EBITDA to positive returns, including securing major account that generated $5M in business. * Established Best Practices Sales Infrastructure. Implemented a disciplined prospecting methodology for all sales reps in conjunction with a web tracking tool to centralize and standardize data for more effective account management. IMPACT: Provided real-time data on key indicators and enabled sharper focus on sales reps' activities and results, as well as improved customer service.

Brought on board with immediate goal of developing the sales organization for three mail production plants, with 15 direct reports. Responsible for establishing relationships, favorable competitive positioning and growth opportunities for Cenveo. Particular attention on shifting sales group away from a price-per M approach, to a solutions selling strategy. Multi-faceted leadership role required a high degree of analytical ability and sound judgment to solve complex and diverse problems.* Drove Organizational Culture Change. Key driver in integrating three separate sales teams into one cohesive and collaborative group, including disparate processes, procedures and philosophies. Applied strong leadership abilities and management expertise to drive new directions and concepts into the culture. IMPACT: Developed and retained a committed, customer-oriented sales team focused on service excellence, and adaptable to an ever-changing business environment.* Positioned the Business for Growth. Developed and executed a competitive sales strategy that resulted in substantial growth. IMPACT: Grew sales 19% in 2004 and increased net profit 350% against YTD budget. In 2005, delivered sales increase of 13% YTD over 2004, with average volume per account increasing from $30K to $52K. * Maximized Market Share & Profitability. Realigned account strategy at Sidney plant, replacing unprofitable business with more lucrative accounts. Captured large accounts including Nationwide Insurance, Shaw's Markets, 21st Century Insurance, American Express and Intuit. IMPACT: Took profitability from -9.9 YTD into a +10.5% within a 12-month timeframe in 2004.

Recruited to establish and grow direct marketing business, leading all aspects of direct marketing campaign development for agency clients, while building relationships with direct only / direct predominant accounts. Managed five direct reports and contributed to agency-wide new business development. Key programs included (i.) national database building and lead generation for Ansell Occupational Healthcare, Kern International and International Paper Graphic Arts, (ii.) Customer Relationship Management (CRM) for McGraw Hill Childrens Publishing and International Paper Commercial Printing, and (iii.) national direct sales program for Cup O Joe Coffee and Dessert Houses headquartered in Columbus. * Optimized Operational Efficiency & Performance. Built direct marketing business from ground up to market success, including staffing and disciplined processes, procedures and controls to ensure consistent and predictable practices in meeting client requirements. IMPACT: Possessed the executive presence and interpersonal skills required to gain respect, develop rapport and establish credibility with all internal/external stakeholders. * Expanded Market Footprint. Created a comprehensive business and marketing plan with defined objectives and goals to increase market presence. IMPACT: Landed primary new direct marketing business, from key clients including: International Paper Commercial Printing, Stanley Steemer International, John Deere Credit, and McGraw Hill Children's Publishing, * Delivered Breakthrough Marketing Programs. Implemented new strategies to ensure profitable revenue growth, demonstrating ability to understand changing client and market demands. IMPACT: Developed innovative and differentiated marketing initiatives that provided competitive advantage to clients, as well as improved costs and efficiency. .

Highly visible leadership role, developing and rolling out direct marketing programs to secure client relationships such as Ingersoll-Rand,Telco Communications and multiple John Deere divisions. Additionally, managed data services and production/fulfillment operations. Served as member of agency steering committee. Focus on establishing business strategies, expansion plans and marketing direction to build a sustainable high-growth business for an optimal return on investment for shareholders. * Increased Productivity & Operational Efficiency. Created a vision and operating strategy for the organization, instilling a sense of responsibility and a "Lean Thinking" culture. IMPACT: Drove significant improvements in efficiency, on-time delivery, and production, while improving communications and cooperation between database, production and customer service teams. * Built a Customer-Centric, Performance-Driven Sales Organization. Developed a solid sales force, utilizing a coach/mentor approach to build a desire for excellence. IMPACT: Team achieved significant increases in sales and bottom line profits, generating growth within each account.* Demonstrated Sales Growth, Customer Base Growth and "Demand Creation." Developed overall strategic direction, evaluating alternative strategies, exploring opportunities in diverse markets, and identifying and monitoring competitive issues. IMPACT: Closed new business and increased existing account sales, applying excellent organizational, listening, presentation and negotiating skills, and the ability to articulate value proposition effectively.

Field sales, product management, wholesale finance and aftermarket parts/ merchandise field sales management positions