ClearVision Equity Partners is a San Diego based micro-cap growth equity firm providing capital and advisory resources to emerging companies to enable and accelerate their long-term business success.

$1.75B annual revenue leader in consumer, commercial and government infrared technologies. FLIR Detection designs, manufactures and sells environmental sensors and detection systems for counter-terrorism defense. Markets include first responders, military, law enforcement, and test labs worldwide. FLIR’s Detection group was formed through the acquisition of ICx Technologies in 2010.Initially hired by President as VP WW Sales to develop new global sales organization. Promoted to GM within 6 months (Q4 2011) after completing substantial build-out of global sales channel, improving revenue, and the creation of a product sales management role. Results:• Executed $85M financial turnaround of a 400 employee BU; resulted in $11M 2014 EBIT vs $5.5M 2011 loss.• Reduced annual OPEX by $15M from $36M to $21M over 3-year period by implementing comprehensive cost control through facility consolidations, headcount reductions, and efficient expense management.• Reduced low margin US Gov. contract R&D revenue (intentionally) to $18M in 2014 versus $39M in 2011. • Led commercialization effort to re-engineer prototypes into +60% margin, simple to use products in radiation, chemical and explosives detection for counterterrorism defense.• Drove +65% revenue growth in international regions (from $12M to $20M); AP, S. America, Mid. East and Europe by expanding WW sales organization and distribution channel (grew from 12 channel partners and 8 direct sales in 20 countries to 66 channel partners and 13 direct salespeople across 40 countries). • Produced $70M in product revenue in 2014 versus $46M in 2011 by leading the commercialization effort across worldwide markets in security, environmental monitoring and law enforcement.• Booked & shipped $54M US Army (“DR SKO” Program) 100-unit order with 5-year value of over $200M • Booked & shipped +$10.9M to NYPD over a 2-year period (100 units each of the FIDO™ handheld explosives device and identiFINDER™ radiation detector).

Consulting and advisory services for critical functions including sales, marketing, and executive leadership development as well as coordinating and arranging external financing. Responsible for coaching & managing key personnel and revenue generating functions for multiple small companies in markets including healthcare finance, wireless video surveillance, and medical devices for cancer screening.Example Engagement:• Hired a 2nd time by Mitch Patridge (CEO of ClearBalance and former Founder of Insight Electronics), to provide consulting and strategic initiatives in areas of sales team training, marketing, compensation plans, customer advisory boards, and personnel assessments. Engagement outcomes helped ClearBalance achieve a sale in 2012 to a private equity firm (Angelo Gordon) for an enterprise value of ~$100M.

USA based computer company that developed, manufactured, supported, and marketed a wide range of personal computers, monitors, servers, software, and computer accessories. Acquired by Acer in 2007 for $710M.Recruited a 2nd time by Rick Snyder, Gateway's Chairman and interim CEO to transform the unprofitable Professional business unit. From 1999-2006, 6 Gateway Professional business unit predecessor SVPs either failed or departed; suffering from 7 years of leadership turnover, the business unit was consistently unprofitable, and lost significant PC market share. Responsible for transforming 2 Divisions ($1.2B combined revenue) targeting Consumers, Business, SLED and Federal. Within 6 months tasked to manage under-performing Direct BU which had 2006 revenue of $274M and a net loss of $2.1MResults:• Drove +$1.2B in annual revenue by leading 600 person Professional and Consumer Direct teams.• Achieved first half 2007 profit of $5.1M (vs. first half 2006 loss of $20.5M) by executing financial turnaround of the Professional unit.• Delivered $35M in EBIT for Professional business unit in 2007 (vs. $10.5M 2006 loss).• Grew Professional business unit revenue from $895M to $900M 2006-2007.• Increased Professional business unit gross margin from $61M to $104M by reducing/eliminating low margin orders, creating better “offers” of highly configured PC's, and a new sales comp plan.• Reduced Professional business unit expense from $62M to $47M by driving efficiencies in SG&A.• Reduced Professional business unit headcount from 449 to 381 by managing out poor performers along with a field team re-org.• Restored unit profitability leading to 2007 MPC (Micron) acquisition.• Drove 40% OPEX reduction by key function re-orgs (sales teams, product dev., forecasting and marketing).• Designed Top 100 Customer SAT survey leading to #1 Customer Satisfaction position for 5 consecutive quarters according to Technology Business Research.

Agilent’s Semiconductor Products Group (~$2B Revenue 2004) was a developer and manufacturer of proprietary and commodity semiconductors. Established in 1999 as a spin-off from Hewlett-Packard, it was later sold to KKR and Silverlake Partners in 2005 reemerging as Avago Technologies. Recruited by Haresh Patel, VP WW Sales (formerly PMC-Sierra VP Sales - largest revenue & profit producing supplier while I was at Unique Technologies). Agilent hired a new senior team (Pres., VP’s etc.) to provide new direction and grow revenue. My charter included: reducing distributor gross margins by 2-3% while maintaining commodity products market share; reducing financial rebates incentives by 50%; and right-sizing Distribution staff.Total Revenue responsibility: $1.34B. Initially responsible for $840M (combined $730M Distribution, and +$110 Americas Emerging Accounts revenue). Within 6 months, responsibility increased to include ~$500M in Agilent semiconductor revenue into major contract manufacturers. My role entailed managing relationships with 25 distributors WW, and included 3 global companies (Avnet, Arrow, and Future). I led effort to grow WW distribution channel market share for commodity semiconductor products as well as developing new opportunities for design wins and proprietary product revenue. 23 Direct Reports WW included: Regional Distribution Directors, Regional Sales Managers, Directors for Channel Marketing, Contract Manufacturers, Operations, and Senior Managers for global distributors. Results:• Produced $110M in Americas new business revenue within 9 months in 2004 by assembling and deploying a team of 42 sales engineers and technical resources.• Designed and implemented a “1-1-1” incentive plan that rewarded distributors extra margin for growing market share, producing proprietary design wins, and adding technical resources.• Reduced Distribution team SG&A by ~40%.

Mesosystems designed, manufactured, and sold the BioCapture 650, a handheld air sampler for biological contaminants used by First Responders, Fire & Military to sample and detect presence of biological warfare agents. Company acquired by ICx Technologies in a 16-company roll-up; subsequently bought by FLIR Systems in 2010. Duties included evaluating WW Direct and Distribution Sales teams while building and designing a scalable sales structure able to sell BioCapture 650™ and other products to major markets in USA, Europe and Japan. Also responsible for raising capital from VC firms and accredited investors along with coaching the CEO and 31 employees on sales and marketing best practices. Field work focused on transitioning U.S. Gov’t contract R&D to a commercial strategy selling products, consumables and service.Results:• Achieved 3X return to investors through $20M ICx Technologies acquisition in 2005. • Raised $1.5M from investors and VC firm to fund new product development and support operations. • Drove ~50% increase in acquisition multiple by booking & shipping a $1.1M, 50-unit BioCapture 650 order to the U.S. Army National Guard Civil Support Team (CST).• Signed a USA franchise agreement with Fisher Safety to provide national sales coverage for major customers.

Global semiconductor device distributor to OEM’s. Services included sales, technical support, marketing, warehouse management, and supply chain programs. Memec was a division of VEBA Electronics (Germany) 1991-2000, acquired by Avnet in 2005. Promoted by group CEO to merge 2 small (combined $25M revenue) money losing ($3M loss in 1996) subsidiary companies into a new division called Unique Technologies. VEBA Electronics provided $30M in operating capital.Responsible for relocating and merging San Diego based Axis Components operations with Long Island, NY based Seymour Electronics acquisition. Tasked to evaluate and merge all operational aspects (revenue, margins, sales coverage, product franchises, personnel). The company served diverse OEM customers in the Americas. Results:• Grew revenue to $440M, producing $22M in EBIT in 2000 (vs. $7M loss in 1997).• Produced $225M in revenue with PMC-Sierra in 2000 by negotiating an exclusive North American distribution agreement.• Shipped +$150M to Lucent Technologies 1999-2001 through Atlas Services. • Achieved Americas sales coverage goal by increasing headcount from 40 to 215 people in 4 years (sales, technical support, product and asset management personnel).• Opened and staffed 23 sales offices in North America over a 2.5-year period.• Served as a board member and founder for Atlas Services, a provider of semiconductor components to contract manufacturers. Atlas made up of VEBA companies (Wyle, Insight and Unique).

Global semiconductor device distributor to OEM’s. Services included sales, technical support, marketing, warehouse management, and supply chain programs. Memec was a division of VEBA Electronics (Germany) 1991-2000, acquired by Avnet in 2005. Recruited in 1985 by Founder as first salesperson (employee #5) joining after UK based Memec Group Int’l provided US start-up division seed capital. Insight Electronics achieved $1B in annual revenue in 12th year of operation.Promoted by CEO 5 times to take on more comprehensive and challenging positions in the company.Additional Roles:1992 – 1994 Regional Manager, Southern California1987 – 1992 Division Manager, Orange County and San Diego 1985 – 1987 Account Manager, San Diego and Los Angeles Results:• Ranked #1 Marketing Director in group of 5 in 1995-1996 for sales growth and inventory management.• Achieved record revenue growth in Dallas Semiconductor and Symbios Logic (1996).• Reduced SG&A by 20% through consolidation of Inside Sales function for So. California customers.• Orchestrated the turnaround of the Orange County office, resulting in sales increase of 153% and profit gain from a loss of $47K in 1990 to a profit of $1.1M in 1992. Revenue grew from $3.8M to $7.6M.• Managed San Diego office to become largest and most profitable division in company in 1988.• #1 in Sales for company in 1986; booked and shipped largest order in company history.

Industry leading document technology, services, software, and supplies for graphic communication and office printing environments of any size.Beating out +300 graduating seniors, I was recruited by Xerox via on campus interviews during my Senior Year at San Diego State University’s College of Business for a Xerox sales position. Responsible for selling broad array of office products (copiers, typewriters, fax machines and supplies). My territory duties involved customer selling and service to small and medium size businesses in North San Diego County. Results:• Graduated from the 4-month Xerox solutions training program in Irvine, CA and Leesburg, VA.• Consistently performed in the top 10% for units sold in a group of 10 sales reps over a 2-year period