In my role as the President of ACRE International, I define and articulate its strategy, mission, and vision. Responsible for the management of our international business outside of the USA and Canada, with offices located throughout Europe, Middle East, and the Asia Pacific. We have 200 employees, serving over 90 major countries, in over 7 languages, making Vanderbilt International an ideal partner to provide commercial business partners with innovative security solutions. Vanderbilt's leadership position as a security systems manufacturer of Access Control, Video and Intrusion solutions across these vast international markets, provide our customers with advanced technologies including: Cloud-based PSaaS mobile and integrated smart technologies.

After providing LLR Partners with an exit from SDI, I was assigned to assist in another portfolio company, Vanderbilt International. I lead the integration Post Merger Integration (PMI) of the three companies which comprise the newly formed Vanderbilt International: Vanderbilt International, located in Wiesbaden Germany; Vanderbilt Technologies, located in Parsippany, New Jersey; and ACT Technologies, located Dublin Ireland. I am also responsible for the restructuring of the global sales organization through rightsizing, and implementing a strategic sales process through CRM.

Exclusive contract to LLR Partners, targeting new acquisitions, providing commercial due diligence, and executive management advisory services. Currently assigned to integrated recently acquired U.S. and German based companies into a single global organization.

Serving as the primary spokesperson and representative for SDI, defining and articulating organizational mission, and vision. Responsible for the development of strategies to achieve the vision, and for promoting a culture that reflects SDI's values, and strengths, encouraging good performance, and profitable growth.SDI’s high caliber IT expertise and total solution approach allows us to leverage the strategic advantages of emerging technologies that are coming into the physical security market – cloud-based, SaaS, open source, mobile and integrated smart technologies. With a 25 year corporate resume, our clients count on SDI as trusted advisors to deliver mission-critical systems performance and guide their organizations through technology change.Ranked 19th in SDM’s 2014 Systems Integrators Report, SDI counts some of the nation’s largest airport systems, banks, and commercial properties as it clients. SDI is capitalized by private equity firms Monument Capital Group and LLR Partners ($2 billion under management).

“Increasing the Tempo of Growth” DMS Business Consulting increases the tempo of both revenues and profits, by creating customer value. Our approach concentrates on understanding your customer, bringing new perspective to the definition of Customer Focus. We align your entire value chain to maximize the customer experience. By quickly connecting with your team, our collaborative approach both motivates and leverages the existing dynamics of your business. With experience in establishing mission, vision, and strategic objectives, we align all elements of your company to best serve your global customer’s needs.

Ingersoll Rand Security Technologies is a $1.5B manufacturer of security products, doors, and door hardware, including the Schlage, Von Duprin and LCN brands. As the Vice President of Sales for the Americas, I was hired to retool a billion dollar sales team to match changing buying behaviors, bring transparency, and a structured process to the sales organization of a mature industry leader. I had a positive impact on sales growth, through restructuring the sales team, transforming the culture to focus on the customer and the changing selling environment. Through the tight integration of sales process, compensation, and sales management, the organization has become nimble and capable of dealing with the rapidly changing environment of the construction industry.

Destron Fearing is a manufacturer of animal identification products, including visual and RFID tags for livestock, and embedded RFID chips for the identification of pets. I was hired to drive a turnaround, raise cash, in order to avoid bankruptcy, and raise stock price above $1 to prevent a delisting on NASDAQ. Faced with an EBITDA loss of a negative $7M in 2008, I slashed expenses, reduced payroll, mapped and improved processes, to turnaround profit to a positive EBITDA of $4M plus in 2010, stopping a three year sales decline, resulting in year on year revenue growth of 6% in 2010.

Fargo Electronics, a $100M+ global manufacturing business with over 250 employees, develops and manufactures secure desktop printers for identity card issuance systems, including materials and software. ASSA ABLOY's largest acquisition in terms of value to date, I was selected to become the President/CEO as a result of my success as a profitable transition leader. During my tenure as President/CEO, I redefined our product positioning, reorganized the sales team and implemented changes that resulted in volume growth of 34%, and revenue growth of 12% within 6 months.

The Europe, Middle East, and Africa sales office of HID Global, HID Corporation Ltd. is located in Suffolk England. After my role as ASSA ABLOY's VP of Business Development, I was inserted to grow the business in this United Kingdom based business unit. I accelerated the growth, increasing revenues by 67%, and was the most profitable business unit in all of ASSA ABLOY for 24 of the 26 months I lead the business unit. As a result of this profitable success, ASSA ABLOY's chose me to become the President of Fargo Electronics. I hired my replacement, and moved to my new role.

One of the world’s leading manufacturers and of locking solutions, and headquarters in Stockholm, Sweden, Assa Abloy is the parent company to HID Global and Fargo Electronics. In my role as the EVP of Business Development, I Identified strategic portfolio gaps and acquired companies to fill these gaps. In this role, we acquired five companies, and transitioned them into the strategic portfolio.

Indala was an RFID manufacturer focused on security applications. I was moved into this interim role as the Vice President of International Sales and Marketing, transitioning the business to a new direction with a new brand. During this period, I reversed a negative sales trend within 3 months, and brought the business back to profitability. Once we placed a new president into the business, I assisted in identifying the new sales and marketing leader, and moved into my role as the Executive Vice President of Business Development for ASSA ABLOY.

A part of HID Corporation, I was moved into my first international role, managing the Europe, Middle East, and Africa sales and customer service departments. My primary assignment was the roll out of the new ERP (Oracle) software, and to transition the USA based sales to the UK. I established new sales targets, redeployed sales staff, developed new compensation plans, and closed down a satellite sales support office. I hired international employees in France, Germany, and The Netherlands.

Hughes Identification Devices & HID Corporation were the predecessors to HID Global, and were focused on the manufacture of cards and readers for electronic access control systems. During this rapidly growing period (1000%+ over 5 years) I held a number of roles, helping to establish business in South America, developed various sales campaigns and programs, established department procedures, and formalized the structure of departments including: Inside Sales; Technical Support; Customer Service, and Sales.1999-2000 Vice President of Sales1998 Director of Sales1996-1997 Director of North American Sales1995 North American Sales Manger

Security Specialists was security systems integrator, and networking company, I was brought in to to manage the San Diego branch to turnaround previous management's failure to grow or bring the branch to profitability. A start up, I was able to expand sales by over 300% in the first year, and bring the branch to the most profitable in the company within 2 years, representing 41% of the company's entire profit.

Selected as Honeywell's "Rookie of the Year", exceeding a sales quota of $735K by $1.1M, representing 80% of the total sales of the branch in 1988.