Owned and operated the company. Implemented CAD/CAM scanning, milling and 3D printing capabilities including CEREC and 3Shape. Successfully sold business to a larger competitor and assisted with the transition.

Led $20 million program to convert an existing 165 foot surface ship to an advanced technology demonstrator incorporating the company's advanced technology. Worked with CEO to strategically reposition the company to exploit commercial opportunities. Assisted CEO in sell a sister company, a multi-million dollar shipyard, to a Carlyle Group company.

Led definition and implementation of e-business and website development efforts for Fortune 500 firms' public internet sites, intranets, and extranets. Generated $15 million in new, major engagements with Visa, Quantum, Puma Technologies, Incyte Genomics, Openwave, i2 Technologies. Built a high-performance team and developed the company's largest client ($10 million in annual sales). Developed and implemented the plan to integrate the purchase of a competitor out of bankruptcy in a 363 sale. Developed expertise in branding, interactive marketing and internet technology infrastructure including content management systems, middleware, application servers, and other web-related software.

Managed Northern California office. Engagements included the following: • Diversified Enterprise, $45 million in annual salesRapidly developed and implemented turnaround plan for holding company with businesses in military and commercial ship repair, environmental services, tourist cruise operations and advanced marine vessel R & D. Together with the CEO and owner divested three companies, refinanced debt and improved EBIT from a loss to 10% of sales in one year. • Publicly-Traded Aircraft Landing Gear and Repair Service Company, $82 million in annual salesAssessed $28 million UK operation as advisor to the Board of Directors at the request of senior lender. In less than three weeks, completed a comprehensive review which identified and quantified key sales, pricing and operational issues, resulting in a downward revision to management’s projected 12 month operating plan from positive EBITDA of $3.4 million to negative $3.2 million. Comprehensive review proved to be extremely accurate both in terms of the issues identified and the actual twelve-month financial performance.• Specialty Apparel Retailer, $60 million in annual sales, 40 stores, two manufacturing facilitiesDeveloped operations and distribution rationalization and improvement plan as part of larger turnaround effort to restructure trade credit and senior debt. Developed strategy and business plan to reposition and grow company to assist newly recruited CEO. Key to plan was an Internet sales strategy that leveraged existing retail presence and catalog sales.

Assumed responsibility for sales agent relationships in more than 20 countries. Negotiated and established joint ventures in Mexico, China, and Panama. Led due diligence efforts on two potential acquisitions. Implemented final strategy and operating plan to prepare company for sale to strategic buyer in agreement with Board of Directors. Attracted multiple bids and completed sale to $2.2 billion industry leader. Led post-acquisition integration team.

Assumed key role in formulation and implementation of strategy and tactics for turnaround. Reduced direct and indirect costs as a percentage of sales dramatically in 18 months, including $2 million (3% of sales) annual raw material costs. Standardized quality program and implemented new client-server based ERP system and Oracle Financials across 15 locations in less than 12 months.

Met commitments to fulfill a huge increase in shipments on military contracts. In less than one year, increased unit shipments by 70%, improved inventory turns from 3.1 to 4.7 and decreased labor costs as a percentage of sales by 20%.

Recruited by private equity group into dire situation ($2 million in EBIT loss on $8 million in sales). Closed three locations, reduced non-material expenses by 30%. Increased sales 20% in core, high-margin products and eliminated unprofitable products. Brought business to cash flow breakeven. Negotiated restructuring plan with senior creditor and equity holders decreasing debt by 50%. Established a joint venture in Mexico by contributing under-utilized assets and intellectual property in exchange for cash contribution. Sold remaining business to strategic buyer.