As a Vistage Chair I guide a group of small and midsize business CEOs in monthly discussions to help surface and solve their most challenging business issues in a trusted group of team members. I also coach members in monthly one-to-ones to provide insight and resources to confront challenges head-on. The Vistage method is a proven path of leadership that was forged over 65 years and has been traveled by 100,000+ top business leaders around the world. We help our members achieve more than they though possible.

In this role, I catalyze increased "stakeholder value" through Business Process optimization and innovation. I founded this strategic consulting firm to assist businesses in federal/commercial sectors achieve increased stakeholder value through “just-in-time” business process enhancement. Many engagements resulted in an invitation to join the client executive team. I cycled between consulting and executive management for over 25 years to find new challenges. This resulted in 11 different executive positions in 10 very different organizational cultures and several functional areas: engineering, customer service, manufacturing, marketing, BD, sales, finance, and P&L management. I was a member of an IPO executive team and formed an acquisition group to purchase and operate a Federal Government Contractor. I also worked internationally, with experience in Africa, the former Soviet Union and Europe. My consulting and executive success is based on early experiences as a Chemical Engineer, USAF Officer and Project Manager that gave me confidence as a problem-solver and interdisciplinary team builder, and allowed me to develop a collaborative management style. Examples of enhancing stakeholder value:→ Turnaround: Increased valuation 10x by growing a stagnating services business from $7M to $38M, despite severe cash constraints.→ Financial Management: Created financial management and reporting system for a software start-up that increased business plan credibility and facilitated growth of investor paid-in capital from $3.6M to $17.6M.→ Business Development: Hired staff, implemented CRM, and created a $3.6M sales pipeline within 6 months for a software start-up.→ Revenue Growth: Generated $150M in new business for $250M digital systems business by defining and directing development/marketing of 22 value-added applications.→ Business Process Improvement: Produced 10% increase in valuation for $250M engineering firm through automation of engineering work processes.

In this role, I show business leaders how to accelerate the performance and scale of their business by using the proprietary Culture Index Program to improve the productivity of every person and every position in their organization.Culture Index measures seven specific work-related traits and how we adapt them to be successful in our current job. The measurement is based on a 2 question, 7-minute, on-line survey and is 97% accurate. Culture Index Executive Advisors provide executive training on interpreting and using the survey results and implementing productivity improvements throughout the organization. The company is headquartered in Kansas City MO and has grown at a CAGR of 35% since inception in 2004 simply by enthusiastic referrals from business leaders.

I helped raise product development funding for a start-up SAAS company that provides Pathevo® automated career and education decision support services for students and job changers: Developed a credible business plan that facilitated growing investor paid-in capital from $3.6M to $17.6M. Implemented a financial management and reporting system that increased investor confidence. Managed activities of off-shore Board of Directors and interfaced with shareholders. Initially served as CFO then assumed role of SVP for Sales and Business Development to bolster revenue generation. Hired sales staff, implemented a CRM, and created a $3.6M sales pipeline within 6 months.

I defined and started-up a wholly owned subsidiary of Technology Management Company to provide "less-than-lethal" piracy protection for ocean vessels operating in pirate-infested international and territorial waters: Hired and trained ex-military special forces operatives to detect and repel pirate boarding using advanced acoustic and optical weapons. Managed business development and operations. Deployed security crews for ships laying fiber-optic cable along the coast of Africa.

I formed an acquisition group and initiated purchase of a professional services company from its owners, and served on the Board of Directors for the resulting S-Corp as one of three founders: Positioned company for growth by refocusing business on US Government biological threat reduction in the former Soviet Union and Central Asia, and in-theater procurement for US military activities in Afghanistan. Grew company revenues from $7M to $38M and increased valuation by 10x, despite severe cash constraints. Directed development of winning proposals for $50 million and $900 million US Government professional services contracts (supervised proposal strategy, technical volume and cost volumes, and performed final editing). Sold my ownership position to partners and returned to consulting.

I managed worldwide marketing of simulation and DiDC (Distributed Digital Control) solutions to the Chemical, Petrochemical, Petroleum Refining, Pharmaceutical, Food and Beverage industries: Defined and implemented a new Virtual Plant™ product strategy for simulation-based Advanced Process Control (APC). Facilitated development of a business plan to grow company from $60 to $190 million over 5 years with acquisition and organic growth.

I managed P&L for a global digital systems business with a staff of 250: Directed proposals, commercial and project management, application engineering, production, field services, customer training, and a 24/7 product support call center.

I identified and implemented changes in engineering, manufacturing and project management that improved contract profits by 300% and increased on-time delivery from 74% to 99% for a distributed digital control (DiDC) system manufacturer with a staff of 70. I assumed the role of CFO to help company out of a cash flow crisis.

I managed definition and development of industrial process simulation technology through a staff of 40 scientists and engineers: Redefined and implemented product development processes and infrastructure that improved development productivity by 250% within one year, changed company culture from "technology driven" to "market driven", and contributed to a successful IPO.

+ Manager of Advanced Process Control / MIS at CRS Sirrine Engineers, a design/build contractor serving the international Pulp & Paper industry from Greenville SC.+ Manager, Application Engineering / System Engineering / Field Service at Bailey Controls, an industrial process automation system company serving the Petrochemical, Petroleum Refining, Oil & Gas Production, Pharmaceutical, Pulp & Paper, Electrical Power, and Food & Beverage industries from their headquarters in Wickliffe, OH.+ Senior Process Engineer at Ashland Chemical Company, a petrochemical manufacturing company headquartered in Dublin, OH.+ Research Facility Manager / Captain USAF at the USAF Aero Propulsion Laboratory located at Wright-Patterson AFB, OH.