Specializing in Enterprise Development and Corporate Strategic PlanningCurrent major client is Rosetta Technologies. I'm under contract as their Vice President of Stategic Planning and also act as an ad hoc advisor to the Board of Directors.

Reported to the Vice President of Marketing. Responsible for all indirect sales channels, group finance, competitive analysis and sales force automation. Also, was the site manager for the Simi Valley operations which included managing the transition of major internal ERP systems to Oracle. Exceeded indirect sales quota every quarter, developed a pro-forma Profit/Loss program for PPBG within RAC to measure overall group performance, and using the SalesForce.com platform developed useful sales performance measurement tools to drive and monitor direct sales activities.

Reported directly to the President. Responsible for general management of the divisions revenues include sales, marketing, operations, services (customer and professional), and strategic business development. When hired the division had excess inventory and was losing money and market share. All major business processes within the division were re-engineered, including the installation of a new EPR system. Major objectives/tasks were achieved by increasing sales, controlling expenses and improving operational efficiencies. By October 2004 it was returned to profitability and then as part of Hitachi Printing Solutions, Ltd., sold to Ricoh, Ltd.

Responsible for contractual relationships with strategic partners, the worldwide sales of AHT's engineering services and product solutions through the OEM distribution channel, and for the project management functions associated with delivery of the contracted work. Championed the use of fundamental Six Sigma process and statistical tools to address problem solving and drive for design and delivery excellence. The services and solutions sold enable OEMs of digital printing systems to add advanced features and functionality to their basic product offerings to achieve broader market acceptance and increase revenues. Assigned clients included Xerox, Konica, Oce, IBM, Toshiba, Delphax Technologies and IKON. Primary activities focused on OEM sales development, technical proposal creation, contract negotiations, program initiation proposal development and execution, and on-going customer satisfaction. Closed new OEM agreements with Delphax and Konica.

Responsible for the sale of Peerless' ImageWorks solutions through the OEM sales channel. These included OEM product development and design services for printer controller solutions, imaging technology host software, and job and device management tools. Account development, new account prospecting, and the negotiating and closing of new design wins were primary activities. Traveled extensively throughout the USA and Japan. Closed PostScript license agreement with Hitachi Koki and PCL upgrade development agreement with Hitachi Koki and PCL upgrade development agreement with Xerox Corporation.

Responsible for market development and sale of a newly patented software architecture and chip technology into the digital imaging industry. Targeted clients included the major digital printer, copier, FAX, scanner and still camera companies worldwide. Initial efforts were in developing effective collateral materials and making presentations to the technology decision makers at each target company. Product positioning and pricing (both software licensing and chip-set hardware) were critical short-term tasks.

Responsible for the global sale of electronic printing systems to major OEM's. Prospecting, account development and consummation of contracts were primary activities. Closed a worldwide agreement with ANACOMP and a national agreement with T/R Systems. Primary products being represented included digital printers as well as scanners and sophisticated document management controller hardware and software.

Responsible for all Global Account imaging product (printer and scanner) sales activity and account management. Negotiated and closed laser printer and scanner contracts with Hewlett-Packard's LaserJet Division generating revenues of over $65 million. Also, negotiated and closed laser printer contracts with QMS and T/R Systems, totaling annual revenues of $24 million per year. President Club member for three (3) years running; exceeded one hundred twenty percent (120%) of quota every half. Managed and mentored two Account Mangers and three Product Managers in making senior executive level sales calls on global accounts.

Responsible for sales, marketing and fulfillment of business strategy and enterprise systems re-engineering services in the United States. Business strategy activities included planning (business, product, market and support), market research, competitive benchmarking, sales collateral development and sales training programs. Enterprise systems re-engineering activities included work-process analysis, requirement's definition, architectural design, supplier evaluations, technology recommendations, cost/benefit analysis and implementation planning. All major projects completed within expense budget while delivering full client benefits.

Developed master product marketing plan for Bull's line of electron beam imaging and magnetographic digital printers. Worked very closely with development engineering, service, and external consultants to provide detailed industry and market analysis, product goals and descriptions, pricing, marketing strategies, selling tactics, and product announcement/launch scheduling. Managed the national direct sales team and also a group of Value Added Resellers who sold into the federal government through Honeywell Federal Systems. Increased Printing Systems over all revenues in 1990 by 31%, while remaining within expense budget.

Led a staff of fifteen (15) in selling electronic printers into the United States, Canadian and Brazilian marketplace. Developed direct, distribution and VAR sales channels. Exceeded sales quota every year, topping $43 million in 1989. Implemented strategic and tactical sales programs using Miller-Heiman's Strategic and Conceptual Selling guidelines. Managed direct sales to Xerox, Delphax' largest corporate client. Led contract negotiations with many OEM's for both turnkey and engine only printer projects. Instituted Delphax' first customer satisfaction programs.

Developed and implemented comprehensive major program business plans for the following electronic laser printer programs 9700, 5700, 2700, 3700, and 4075. These plans defined product goals, cost and pricing, manufacturing, sales and distribution, field service and administration requirements. Ensured achievement of the proper balance of program content, cost, and delivery. Negotiated major OEM agreements with external vendors for key components such as laser systems, disk drives, tape drives, and printing sub-systems. Managed staff operations regarding local implementation of Xerox' leadership through quality program.

Commercial SystemsResponsible for managing all material, labor, and tooling required to deliver commercial memory systems to NASA.

Responsible for parts procurement, inventory, production tooling, assembly process instructions and facilities.

Managed production and inventory control operations. Directly responsible for $2.5 million budget.