Oversee sales, marketing, finance, and operational improvements for Forespar's 5 business units, including marine plumbing, sailing hardware and spars, in boom furling systems, boat care products, and specialized military products.

Performs quantitative and qualitative market research, financial modeling, and competitive analysis for firms in a wide variety of industries, including software, consumer products, internet, semiconductor, and start-up firms. Led strategic planning sessions for executive teams. Wrote business plans and go-to-market plans, set up performance tracking systems, and developed growth strategies. • Assisted 5 companies in raising capital by developing business plans, and creating financial models and presentations for investors. • Worked with B2B software start-up to refocus their marketing and sales efforts toward large firms. Client solicited and won business from Fortune 100 companies.• Developed a modified version of Hoshin Kanri planning process that helps executive teams ensure strategic plans are implemented in a timely fashion.Served as General Manager for Concept Media, an Abaris client, for 3 years.• Reversed sales decline during a market contraction by focusing sales teams on more profitable customer segments and by improving sales and marketing processes with new CRM tools. • Implemented a complete systems conversion, including a new financial management system, new inventory control system, and new sales management system. Introduced web marketing tools.• Overhauled product line, including eliminating poor selling lines and expanded digital products. Also renovated portions of the 30-year-old physical plant. • Handled overall P&L responsibility, including accounting, marketing, sales development, employee training and development, and selecting, developing, and delivering new products on time and within budget. • Led the team that won top honors in an industry competition for the first time in the company’s history, beating out much better funded organizations such as the Discovery Channel and The Juvenile Diabetes Research Foundation.• Packaged companies for acquisition, including preparing all the financial statements.

• Launched a new division, and grew revenues to $380 million in less than 3 years. Handled all aspects of the internal start up, including developing strategy and business case, identifying target customers, determining budget, creating organizational structure, and managing staff responsible for marketing and sales support programs. • Developed a database of potential new customers, created new sales territories, and launched new Education Sales teams to focus on underserved customers. As a result, sales to Education resellers more than doubled in the first six months.• Created a cross-functional team to support the new division. Result was rapid introduction of programs that required cross-functional cooperation, such as a new sales quota system and changes in MIS to improve sales tracking.• Augmented the marketing budget with over $1 million annually in vendor-funded marketing programs.• Worked with vendors to expand education product lines over ten-fold in 3 years. • Developed a new program to track division sales, identify sales opportunities, and get early warning of potential sales problems. The result was clearer, more informative monthly sales reports that were motivating rather than punitive.• Wrote business plans and researched new markets and acquisition opportunities while serving as Director, Corporate Planning Group.

• Orchestrated the successful turnaround of industrial training business. Developed new distribution channel strategy, mapped out sales programs, and convinced management to transfer the product line from one subsidiary to another. As a result, annual sales rebounded from $4 million to $6 million in 6 months and were on track to more than double in one year.• Identified new market opportunities and assisted in acquisition due diligence and deal assessment. Initiated entry into educational software market. • Served as VP Marketing of a subsidiary, National Education Training Group, in 1994. Responsible for turning around a demoralized and disorganized marketing department with a staff of 40+. Repositioned and re-priced IT training product line, resulting in a higher close rate with new customers. Improved advertising productivity 300% (by qualified leads) in just a few months. Created a new lead qualification process which improved sales productivity.

• Changed distribution strategy for a computer peripheral product line. Sales rose 50% in less than 18 months to $120 million.• Led a team that developed HP’s first inter-divisional marketing program. Products included in program increased sales 22% in the first six months. Tripled number of PC CAD resellers that sold HP PCs. Managed team of 42 persons in six locations.• Identified cause of market share decline in Europe for one of the company’s largest product lines. Reversed decline and grew global share 5% in six months by working with country sales managers to establish expand sales programs, set new reseller policies and procedures, and realign distribution channels.• Developed business case, specifications, profit plan, and new product introduction plan for a new product line.• Developed new method of handling product line rollovers that cut costs and increased worldwide market share when replacing product lines.