Dan Schimmel Email & Phone Number

Deliver the following services to innovative, growth-seeking CEOs: 1) High-Growth CEO Forum(R) - Quarterly, expert-facilitated, CEO Peer Groups. 2) High-Growth CEO Planning (TM) -- Workshops and on-site engagements delivering scaleable processes to build highly effective, collaboratively produced, ongoing strategy and execution. 3) High-Growth CEO.

CEO Coach, Mentor, Advisor, Consultant, and/or Board Member. Build close working relationships with CEOs and leaders of early-stage growth companies in technology, business services, and select non-profit organizations.

Cambridge MA

• Global innovator in advanced simulation and modeling software and solutions for large aerospace and defense companies and thousands of other customers worldwide. MÄK works with customers to build and populate.
• Execute a growth strategy in new market segments outside of MAK’s defense industry customer base, leveraging the company’s core competences and technical skills.
• Capitalize on promising new MAK platform innovations in web-based offerings to enable these new opportunities, while adding necessary new market domain, SME, and business development skills.
• Improve the core business by rationalizing the mix of more expensive but riskier custom solutions with higher-margin off-the-shelf software products and components.

• Advise early-stage and venture-backed companies on strategic decisions, M&A, partnering, and new product opportunities. Focused on new business models for information, web content, and publishing.
• Assisted with business model, product design, and fundraising for startup, creating a data marketplace of industry intelligence that offered attractive incremental revenues for research publishers. Asked to join.
• Worked with senior executive team of major sales and marketing information company and recommended a transformative new strategy to offer greatly enhanced sales lead triggers through innovative new partnerships with.

• Hired to optimize operations and expand product/service offering to position the company either for high growth or profitable sale. Company successfully sold in September 2008 to TechWeb, a division of publicly-traded.
• Increased profitability from $300K to $1.4M in less than two years by reducing lower-profit custom client projects, adjusting sales compensation plans, and increasing focus on more profitable syndicated services.
• Consolidated research and consulting units under one Vice President and instituted custom project approval system to reduce overhead and strengthen cost management.
• Produced revenue growth of 42% during tenure with the same headcount. Grew several large global accounts to the $500K+ level by offering enterprise-wide access to standardized core content.
• Invested in new syndicated subscription products with greater profit leverage and funded foundation for next-generation analysis platform.

• Led 1993 management buyout of OneSource division from Lotus with private equity backing from Bain Capital and William Blair Capital Partners. Personally invested in equity component of the deal. At buyout, business was.
• Created and led new vision and direction for company built around Business Browser - a breakthrough line of Web-based information products for company and industry research - that transformed OneSource from CD-ROM to a.
• Led successful IPO in May 1999. Original investors realized a 20x return on equity. Over next two years, achieved dual goals of strong top line revenue growth and increased profitability, achieving nearly 20% pre-tax.
• Extended long term vision and strategy from a successful information products company to a solutions provider delivering a toolkit, customized offerings, and valuable services along with recurring revenue content.

Promoted into vacated division-head role to run the business while also assisting Lotus in selling it. Division had been on sale block for over 12 months when I rejoined. Business was producing flat revenues and break-even profits, with aging DOS-based product platform. Convinced Lotus executives to allow my pursuit of a Management Buyout and worked with.

Managed all North American marketing activities of Lotus’ 2nd largest software business. Expanded channel coverage 40% and repositioned flagship Freelance Graphics product. Launched Windows version which captured 15% of category within 6 weeks. Achieved 25% increase in revenue and market share in 1991, a turnaround after three successive years of losing.

Promoted to Director. Founder of new startup division inside Lotus. Wrote and executed business plan for major new initiative selling business and consumer prospecting information covering 10M businesses and 80M households on CD-ROM, delivered through Lotus’ retail channels. Received initial funding after presentations to Lotus CEO, senior management, and.

M.B.A.

B.A., Economics