Partnered with Gladstone to identify a platform acquisition for which I would become CEO.

Responsible for driving profitable growth of the Toolmaker Solutions business.

Responsible for driving an aggressive and profitable growth strategy through increasing the market penetration rate and ensuring that the right products are being developed for the right markets.

Recommended and provided introductions to potential acquisition candidates.

Responsible for identifying key business opportunities for Morgan and recommending strategies to successfully grow our business within targeted markets such as Healthcare, Electronics, and Transportation. Grew pipeline of organic growth opportunities by $264m and pipeline of potential M&A transactions by $100m.

Morgan acquired CAC in April 2008. In addition to retaining responsibility for the Auburn, CA and Melbourne, Australia businesses, I gained responsibility for Morgan's Hayward, CA operation. Grew profitability of the cluster by 3X.

After achieving dramatic revenue and profitability growth at AVX’s Colorado Springs operation, I moved to the Carpenter Advanced Ceramics (CAC) division of Carpenter Technology as Director of Manufacturing. Manufacturing sites were located in Auburn, CA and Melbourne, Australia. I was promoted to General Manager in February 2004.

After two years as Operations Analyst in AVX’s commodity Surface Mount Capacitor business, I accepted an Operations Manager position in the Advanced Products Division with responsibility for Manufacturing and Engineering at the Colorado Springs plant. This plant manufactures a proprietary, high-performance passive component called LICA (Low Inductance Capacitor Array). It is used in high-speed applications such as mainframes, workstations, and satellites. I was promoted to Plant Manager in 1999.Business performance improved dramatically. In fact, the profit of the business when I left was greater than the revenue when I arrived. These results were achieved through increased customer focus; attracting and motivating capable management; reduced employee turnover; adoption of theory of constraints, lean manufacturing, and continuous improvement management practices; aggressive cost reduction; and appropriate allocation of resources

After senior management decided to de-emphasize its acquisition effort, I accepted a position as Operations Analyst in AVX’s largest business line (Surface Mount Capacitors). Worked in MIS, Manufacturing, and Quality Assurance functions.

Identified opportunities to grow business through product development, strategic acquisitions, joint ventures, and venture capital investment. Analyzed electronics industry, companies, competitors, and markets. Evaluated management quality, manufacturing capability, technical expertise, and financial condition of selected companies. Valued acquisition candidates. Recommended acquisition targets and terms to senior management.

Formulated strategy for revitalizing a family of developing products by rationalizing product line, targeting new markets, and forming strategic alliances. Authored technical article “Fundamentals of Electroactive Devices” which was published in Lasers and Optronics and Ceramic Technology International. Advised senior management on viability of internal technologies.

Championed adoption of Pricing (versus Costing) to the Division Controller. Worked with IBM sites throughout North America to accurately quantify the potential cash savings. Demonstrated that this system could have saved the company $100 million in the previous year. System was adopted.

Led electrical design team in the development of a leading edge memory chip for the System/390 family of mainframe computers. Designed and implemented strategies to ensure functionality and manufacturability of chip. Trained and evaluated junior engineers.