Founded a heavy equipment rental business servicing the greater Nashville area and in the process of creating a new software platform optimized for similar businesses.

Developing businesses from "back pocket" funding is a world of difference from being part of a company that develops a new business line or division.Developing software sales systems, CRM funnel software and entire digital marketing software systems from a raw idea, all the way through initial sales and market growth, is a world of difference from being a part of team inside of a company.If you're looking for a true entrepreneur to take ownership of a product line or a new business development for your business, one that truly knows the agonizing effort required, then I can make it happen for you. If you're looking for a person with "responsibility within" an existing business structure, then there are other options to choose that may better fit your needs.Unique ability to lead software development and marketing / sales simultaneously. Business development expert that has created, built, staffed and grown multiple innovative SaaS businesses, brick & mortar businesses and hybrids of businesses that were both “online” and “onsite”.Directly staffed and daily manage full cross functional teams including, software programmers, sales, customer support, and operations.Create specifications, product flow and UI for all our SaaS products.Developed & designed an entire Project Management system, including the software to operate the process, that is used daily to manage the business and develop new products and features.Developed & designed the CRM used for internal sales as well as sold to other businesses that use it to run their sales. Produce marketing content independently and with the use of internal personnel and outside contractors. Digital marketing using video ads, video tutorials, email, text, social media ads, Google ads / retargeting.Offline marketing utilizing direct mail, events and other unique methods.Business development consultant for 100+ small businesses (customers).

Lead a global sales team to grow the business in excess of $50 million annually. Expanded upon my previous efforts as an independent sales rep with Dynamic Technical Sales, to build a cohesive global sales machine that brought uniques sales processes to all locations.Fairchild was systematically advanced from a supplier of 2-cent commodity components to a strategic supplier of high ASP, proprietary components with many single sourced positions designed onto the key platforms and propagated globally.During the crushing semiconductor recession of post 9/11, my team was the only one to meet or actually beat their sales objectives while all other accounts were shrinking. Fairchild remains a key supplier today due to the vast portfolio of design wins we created at the engineering level.

Left the safe and predictable large corporate America to become a multi-line commissioned sales engineer in the high tech electronics industry with the goal of truly earning what my efforts produced. My position at Motorola taught me that I was on the wrong side of the negotiating table if I really wanted to earn an oversized income.Within 1-Year, I was awarded the "Sales Person of the Year" award by Fairchild Semiconductor for my new account creation and rapid sales growth. This performance resulted in getting pulled back into corporate america but this time I was on the correct side of the negotiating table.

Started out as a buyer of semiconductors but quickly advanced to lead of full team of buyers responsible for the entire electronics portion of the spend except for the much smaller portion procured in Europe. My specialty was driving cost reductions. There was nothing I loved more than negotiating prices and crushing cost objective goals. And because I controlled the lion's share of the spend, I also drove the pricing corporate wide at the annual corporate negotiations.But these cost reductions were never about "fist pounding", they required intricate sourcing and engineering strategies that I was able to pull off because I knew how to build strong alliances in the engineering departments and make heroes out of the engineering department managers that also had cost objective goals. The day of the negotiation was already determined by the months of effort leading up to that day.