• Grew sales via OEM’s and distributors and signing up new sales channels in verticals less covered. Technical resource for & training of sales channels. Leading edge technology and value. • Grew sales channels of valve automation houses, some PVF and some VF and instruments to add StoneL switches and network accessories.• 20% revenue growth in US Midwest and western Canada geography year over year. • Significant business development in the food, bev and dairy industry by adding sales channels in this uncharted StoneL vertical.• Most requested RSM for technical lunch and learn presentations. My presentations are interactive and participants ask questions and leave energized and informed, ready to place orders.• Persuaded StoneL Engineering and Customer Service to own control system compatibility records with StoneL products.• Lead technical development in new products. • Highly competitive, driving the competition out of end users and being #1 at StoneL.• Depended on to apply customer operations understanding with StoneL product knowledge especially industrial networks like FF, DeviceNet and ASI.

WISCONSIN GENERAL MANAGER• Leadership and P&L responsibilities; grew revenues by 30% ($3.8 to $5 million), and margins by 7% through increased sales call frequency, employing higher level selling techniques, motivating the team, and providing selling incentives.• Responsible for 39 employees (3 Account Executives, 2 recruiters, 1 administrator, and 33 consultants).• The Wisconsin operation was later consolidated into the Chicago operation. ACCOUNT EXECUTIVE • Grew the client base by 200%, by increasing sales call frequencies and employing consultative selling techniques at higher client levels.• Grew revenues by 30% ($2.9 - $3.8 mil), and margins by 5% within 10 months.

(OnCuity provided industrial alarm management and notification software to HMI OEM’s, PLC and DCS users in every industry.OnCuity’s product was ahead of it’s time utilizing state of the art IT technology. OnCuity lost their start up capital commitment with 2 day advance notice in November 1999. The company had to close it’s doors.) • Developed and setup sales channels and key accounts.• Developed a key account, consisting of 42 plants worldwide, that represented a minimum potential of $4 million in revenue over a 4 year period.

MARKET MANAGER 5/1997 – 5/1999• Led sales efforts in the pulp and paper industry, increasing portfolio sales by 15%+ annually.• Educated and cross trained, Honeywell Total Plant Solutions including Advanced Control and Optimization via modeling. • Led the integration of the industrial distribution and representative network, nationwide, into Honeywell’s largest acquisition, increasing sales by 15+ annually.• Increased annual revenues from $25.5 to $33 million and margins by 7% by coordinating worldwide synergies between business units, utilizing Miller Heiman documentation.DISTRIBUTION MANAGER 1995 - 1998 Led the Midwest region in redefining the sales channels for the field instrument and control product business units.• Achieved a 50% revenue growth ($12 to $18 million) from distributors and representatives in MN, WI, and MI by matrixing the geographies and the vertical markets of the representatives and distributors.SENIOR SYSTEMS ACCOUNT MANAGER 1988 – 1995• Increased major total solution sales from $250 thousand to $5 million, realizing market development goals and global industry references for the power generation and pulp & paper markets.• Delivered the first major power generation modernization, utilizing a distributed control system, at $3.8 million.• Saved a major pulp and paper national account by capitalizing upon the benefits being realized at a local site.• Sold the company’s first System Site Support Specialist program at a pulp and paper company.• Sold the company’s first newly acquired paper machine control system, by developing a trusting client relationship.• Exceeded targeted goals during each of my 11 years with the company.