P&L Leadership for the Otis New Equipment, Modernization, and Service business through New York City and the associated suburbs.

Leading Otis’ global digital strategy and transformation efforts through strategic partnerships and incubation. Since Otis became independent in 2020, we have started a new accelerator group based in New York City and Hyderabad, India focused on rapid prototyping and commercialization of digital solutions such as surfacing data through APIs to smart buildings and creating SaaS and IoT business models to increase field service efficiency. Our team also created and released Otis Integrated Disptach – a new API that enables service robots to communicate with our elevators to deliver goods and services in hospitality, healthcare, residential, and other commercial verticals. We have also begun leveraging generative AI to increase internal operational efficiency.

After the close of the acquisition of the SGT D-R government business by Curtiss-Wright, I was promoted to take on all account management, business development, proposals, and project development responsibilities for the SGT Energy and Infrastructure group.

Following the integration of Dresser-Rand into Siemens Government Technologies, I took over the P&L responsibility of the Government Business Unit and Dresser-Rand Federal Services focused on rotating equipment such as propulsion solutions and air compression systems serving the U.S. Navy and other Federal agencies. In my over two years of leadership, we drove growth through expanding partnerships with new equipment manufacturers to increase our service offering and securing new unit orders on new Navy platforms ultimately achieving an overall 34% growth in orders and 29% growth in revenue while maintaining a 30% return on sales. This growth path eventually led to the acquisition of the business by Curtiss-Wright closing in April 2018 at a price of $212.5 million.

As a business optimization manager, my team and I collaborate with the entire business from opportunity identification in business development, to capture plans and proposals, through project development, project management, and eventual execution. The goal is to drive process improvements and create metrics that are easily applicable, actionable, and drive results. On the front end, we leverage market and competitive intelligence to forecast new opportunities and work with business leaders to determine the strategic importance of new programs. As we approach each new opportunity we work with the supply chain organization to create small business utilization plans as well as subcontractor plans to formulate the most competitive team for a specific opportunity. Through my leadership of the quality assurance organization, we are responsible for the tools and information systems, such as Salesforce.com, SharePoint, and other tools, that are needed to support project management documentation and enterprise level management reporting and dashboard creation.

Entering Siemens Government Technologies as a Senior Market Analyst, my goal was to lead market analysis, competitive intelligence, and new Federal opportunity prospecting for Siemens $1B+ Federal business. Working across strategic focus areas such as healthcare, renewable and secure energy, automation technologies, and smart buildings and installations, I replaced an outside consulting service by initiating and maintaining a process to determine addressable market sizes and market share for Siemens 50+ business units. My work eventually expanded and in a strategy role, I created business case justifications and go-to-market strategies for a variety of product lines including industrial control systems, hydro-electric generation, and building automation systems. Furthermore, I took on a principle role in the capture and proposal group, leading RFI response efforts and authoring proposal sections for multi-million dollar opportunities on contract vehicles such as the US Army Corps of Engineers and US Department of Energy Energy Savings Performance Contracts.

Transitioning to the Government Market Manager position, I worked in cooperation with product line management to meet revenue and profitability goals, create product line roadmaps, and formulate market strategy. As part of our strategic efforts, I leveraged my previous analytical experience to spur several new initiatives:1) Generate a federal business opportunities database and report determining possible bidding and proposal opportunities. 2) Create product line market studies targeting growth in the aerospace and defense markets. One study focused on the infrared detector ecosystem identified a set of new sales prospects for JDSU thin film coatings; eventually resulting in capturing two new programs with prime defense contractors valued at nearly $2M.3) Re-shape the go-to-market strategy and product roadmap for the government market in cooperation with a cross-functional team. Technologies included: guidance optics, night vision, pigment technologies, and laser eye protection.4) Initiate a budget analysis process for yearly DoD budget cycles that can highlight what programs may contain JDSU content and how those programs should be integrated into our pipeline.Finally, continuing work from a project in my previous role, I worked with our R&D, product development, engineering, and product line management teams to create a new business plan entering the hand-held spectrometer market. The plan capitalized on our unique capabilities for instrumentation miniaturization within the Near Infra-Red spectrum. Following the completion of the plan, I acted as the interim manager of North American sales of the new MicroNIR near-infrared spectrometer product line focused on agriculture, education, and research verticals as we continued to staff our team.

Broadening my previous analytical scope from the Authentication Solutions Group to the Advanced Optical Technologies (AOT) Division, I created and continuously improved a competitive intelligence database resulting in weekly competitive analysis reports for over 200+ companies and technologies in relation to JDSU thin film optical products in the aerospace, defense, consumer electronics, instrumentation, anti-counterfeiting, printing, and display verticals. In addition, while leading market analytics within AOT, I was able to improve the process in which we tracked our market research budget resulting in over $10K in cost savings from market research consultants and vendors.Transitioning into this role I also took on a variety of initiatives focused on growth through new geographic markets, new technologies, product development, as well as mergers and acquisitions (M&A). My initial efforts focused on defining market opportunities for products within emerging markets such as China, India, Russia, and Brazil. The initial market studies outlined the opportunity for JDSU's thin film and pigment products in the consumer electronics, automotive, and secure documents markets. The studies eventually fed into a corporation-wide Asia market council to determine the best go-to-market strategies for each individual division. Second, our efforts surrounding M&A included significant comparable company analysis across several growth areas. My involvement in this space eventually led to a project management role in the divestiture of our holographic products business. In accordance with this project, I coordinated integration activities across several functional areas, in cooperation with corporate development, for the divestiture of the holographic business unit generating over $11M in cash for Viavi (formerly JDSU).

Working within Viavi's (formerly JDSU) Authentication Solutions Group, I developed a market and communications budget focused on anti-counterfeiting technologies and their broad applications across secure payments, government documents, and brand protection. In this role I also served as a project manager for all customer presentation and proposal teams. Working with a cross-functional team including individuals from sales, design, R&D, product development, and marketing, we won more than $2M in new brand protection and transaction card authentication business. Last, I focused on redesigning and authoring new sales and marketing collateral implementing more cohesive messaging in web content, trade show materials, technical white papers and case studies within the pharmaceutical, apparel, and consumer electronics verticals.