At Indigo Signworks, Inc. we build more than just great signs, we build long-term customer relationships. Our state-of-the-art manufacturing plant, dedicated team of craftsmen, and large install fleet, located geographically across North Dakota and Minnesota, enables us to provide a level of service others are not capable of.We have the largest staff of any sign company in the area, with offices in Fargo, Bismarck, Grand Forks, and Minot, ND and Minneapolis, Alexandria and St. Cloud, MN. Our products are fabricated in Fargo and Minneapolis and our installation and maintenance crews cover the upper Midwest states including North Dakota, South Dakota, Minnesota and Eastern Montana.

Currently teaching an MBA elective titled "Leading Organizational Change"

President of a 200 person , privately held organization in the contract manufacturing space. Managed business and customer relationships with a CRM module available through our ERP system in the medical device and aerospace markets. Direct P&L responsibility utilizing continuous improvement methods to gain operational efficiencies leading to bottom line profit. By developing a strategic vision that focused on the customer experience and business development we were able to almost double the size of the business in six years while increasing bottom line profits and employee engagement. During this time we re-aligned the entire organization focusing on creating a strong leadership culture focused on future growth.

This role manages the different channels we use to communicate with our customers. This inlcludes technical services, patient services, patient management operations and sales and technical training.•Lead global team of 2 Directors, 9 managers, 2 administrative assistants and 80 individual contributors. Functional teams are: Training Delivery, Training Development, Sales Training, Shared IT/Project Management Services, Connected Care Operations, Technical Services and Patient Services. •Managed a multi-million dollar Annual Operating Plan for three years of at or below plan expenses despite 8 of 12 quarters requiring mid-quarter adjustments in spending.•Met the consistent challenge of reduced funding in the training space by developing new and innovative delivery methods for delivering training, standardizing the global new hire curriculum, revolutionizing case observations, eliminating printed materials and coordinating efforts to share curriculum and resources at a group level.•Managed the technical and patient service call centers for three years with no increase in headcount and no decrease in call metrics by: Implementing a Siebel data format for call and event records, Cisco upgrades for improved call routing efficiency, iPad applications for self-service technical support and moved part of the operations to a lower cost satellite office in the diabetes division.

•Lead a US focused high performing team of eight individuals that worked with the Regional Vice President of Sales to effectively implement strategies and tactics developed jointly with the therapy groups. •Trained team to conduct focus groups and conducted multiple sessions with customers to evaluate new strategies before full development.•This was an analytically driven, project oriented team that helped launch three (3) new products, execute on four major marketing initiatives and contributed to business growth of 10% in their target accounts.•The competitive intelligence group produced analysis and data collection that facilitated both the sales and marketing strategic plans.

US responsibility for service team including 100 managers and over 900 clinical specialists.•Developed and implemented the strategy of efficiently supporting the current service model while evaluating potential strategy changes to reflect both shifting customer demands as well as maintaining a competitive advantage through service.

•Manager of a four person team responsible for all marketing responsibilities of high power devices globally. Team directly managed inventory, pricing, distribution and launch strategies for heart failure market globally. •Successfully launched two high power devices: Intrinsic (ICD) and Entrust (ICD/CRT-ICD).

•Grew the Milwaukee Region from two sales reps, a field clinical representative and $11 million dollars in revenue to a region consisting of seven sales representatives, six field clinical representatives, an administrative assistant and over $30 million dollars in sales. •Was recognized as: -Top 5 Brady Region 1999, -100% to Brady &Tachy Plan 2000 -Top 5 Tachy Region 2001

•Managed a product-line marketing group consisting of two marketing associates and an assistant.

•Provided clinical support for customers within a four state area using Guidant pacemakers and defibrillators.

•Responsible for promotional activities and support of all bradycardia products with specific marketing responsibility for pacing leads.

•Managed all aspects of integrating an acquired EMG company into an existing organization. This included: product development and redesign, facilitating proper quality documentation, creating a marketing strategy, including a sales/distribution strategy, establishing pricing, warranty and return policies.

•Responsible for marketing plan development and implementation, forecasting (production and sales), new product identification and management of a $12 million dollar a year product line.•Markets included nursing homes and hospitals. •Identified and developed new distribution channel that took a product that was declining 8% a year to a 1% gain in 14 months (Product line generated $7 million a year).

•Managed an $18 million dollar district with 12 sales representatives across three states. •Successfully grew the diabetes business 15% and the psychiatry business 22% within the first six months.

•Negotiated managed care contracts for the Midwest.•Winner of the Upjohn Academy Award for being in the Top 3% of the sales force nationally for 3 straight years.