Responsible for the build-out of a strong strategic account portfolio across the three MCA divisions and leadership of a consolidated sales operations focus.

Responsible for the development of a sales and marketing organization for a $100M established, trade-only, label division with more than 25,000 distributor partners/customers. Moving the organization from an account management focus to a sales-growth structure:: Restructure of the division from a centralized inside sales heavy group to a strong outside sales, regional approach. Expand the use of salesforce.com for the management and coordination of 25,000 distributor accounts.Redeveloped compensation plan to drive behavior towards growth.Move to a stronger digital-marketing presence for both customer outreach and augmenting sales touch points.Work closely with operations functional leaders to create a focused, daily target for output and success.

Recruited to build a business development division and grow B2B partnerships with both municipal and private utilities for Homeowner Services (HOS) division of American Water’s $140M market-based business. Executive leader of market development strategy and business development team.

Sales leader for $200M video management portfolio for Tyco Security Products; including both analog and IP versions of video management software platform, surveillance cameras, analytic tools and control center.

Sales leadership role responsible for Asia-Pacific, selling high-tech security products to commercial distributors, integrators and end-users. Assigned as an Expat, based in Shanghai China. After 2 years, asked to take on the dual role and became General Manager for Asia-Pacific security products business.

Responsible for a team of 7 strategic sales managers focusing on the ACE market, as well as end-users. Utilized lunch-and-learns, trade shows, advisory councils and technology symposiums to build brand interest and loyalty. Program built to ‘influence the influencer’. Primary targets include architects, consultants and engineers (ACE), as well as significantly sized end-users. Focus was on large, high-profile vertical markets (transportation, education, sporting venues, retail, government, etc.) and Fortune 500 sized companies. Created voice-of-customer feedback forums, including localized end-user groups, customer advisory councils, and annual ACE symposium.

Responsible for expanding partnership with ADT and Simplex Grinnell (former competitors turned sister companies). Goal was to increase share of products bought by these internal divisions. Expanded division to 11 employees across U.S.; included sales managers and sales engineers.

Responsible for the pro-active and indirect pursuit of airport business for access and video product division. Target was 425 commercial airports in the U.S., as well as airports in Canada. • Subject matter expert (SME) for airport vertical. Task was to open doors, train and assist field sales team in solution selling to the commercial airport market. Built brand recognition with airport security directors through sponsorship of security committees of national trade organizations (ACI & AAAE) .

Executive leadership responsibility for airports’ safety and security division; strategic planning and project management of all security initiatives. In mid-1997, after building high-tech security infrastructure, asked to take on IT division for the airports. Responsible for the Information Technology division of the Chicago Airport System, as well as the strategic planning and project management of all information technology initiatives. Between security & IT divisions, responsible for a staff of more than 130 personnel and an annual operating budget of $12 million.

Project manager for the design/build and implementation of the Airports’ Public Safety & Security Projects. Oversaw the installation and implementation of a $54 million integrated access control/video system, computerized ID Badging system badging 50,000 persons annually; and a 911 dispatch and crisis management center at O’Hare International and Midway Airports.

Served in the U.S. Navy as an Information Technology Technician. Supervised a team of six responsible for the maintenance and upkeep of all security, alarm and telecom equipment aboard a US Navy Destroyer. Quickly promoted up through the ranks to Petty Officer Second Class (E-5) before being honorably discharged at the end of my four (4) year tour.

Started out in warehouse operations and worked my up to press operator. Great first job where I learned work ethic and the importance of process management.