Retained by a mid-market New York PE fund to provide operating perspective for final diligence of three professional services opportunities, one of which led to a $130M investment. Led “onboarding” process to align the global executive team and Board on five profit improvement initiatives. Lead growth strategy development for a technology startup funded by a $1B family-owned apparel manufacturer based in Hong Kong. Building a digital publishing platform for a best-selling business author.

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Retailigence connects online consumers with products in nearby stores. Retailers & brands work with Retailigence to improve the measurability and performance of their marketing, by guiding and monitoring shoppers along the most suitable path to purchase, including reserve online for pickup in store.

As VP/GM of the global RFID inlay business, doubled revenues in two years to an annualized run-rate of $125mm, with 20 of the top 24 US retailers using RFID in either full deployment or pilots. Turned around profitability from significant loss to strongly positive return on capital employed. Led global innovation, solutions, and product development for the Retail Branding and Information Solutions Group. Key solutions areas include Inventory Accuracy and Loss Prevention/RFID, variable data solutions for Price Management and Global Compliance, Brand Embellishments, and Sustainable Packaging.

Chairman of Audit Committee

Defined and lead profit improvement initiatives at Private Equity portfolio companies. Identified gaps in portfolio company management teams, and recruit executives to fill gaps. Supported portfolio management team to maximize return on investment. Primary experience with Unisource, a $5B North American distribution company.

Led global cross-functional team to define and launch NSure, Novell’s solutions strategy for Identity Management. Developed and deployed global training program to enable Cambridge Technology Partners consultants to implement these offerings in US, Europe, Asia, and Australia.Developed solutions offerings combining Novell software technology with consulting and system integration capabilities of Cambridge Technology Partners professional services organization. Defined product strategies, marketing programs, press and analyst relations, and training programs for global professional services organization.

Re-aligned and recruited resources to build business units targeting Financial Services, Supply Chain, Electricity Demand Response, and Telecommunications vertical markets. Managed 20-person engineering organization to deliver vertical solutions. Built joint solutions and customer engagement programs with Accenture, KPMG, CGEY, CSC, and Siebel. Delivered extensive sales tools and sales training to re-focus value proposition on solving critical customer business problems, vs. product features and functions.

Led fund raising, strategy, sales and marketing, public relations, and business development for Internet Applications Service Provider start-up. Re-focused business plan from advertising-based to subscription-based model targeting IT services professionals. Achieved successful production implementations at Phone.com and United Messaging.

Public (Nasdaq:SPLH) color print server manufacturer, acquired by strategic buyer EFI (Nasdaq:EFII)

Gained CEO approval to fund Internet document management software start-up. Established product delivery process and marketing organization to move Xerox PARC software research project to commercial product in nine months. Launched Lotus Notes and Microsoft Exchange workflow applications that improved cycle-times in paper-intensive business processes.

Established clear market leadership in digital copier/printer marketplace with 35% market share, over 2X nearest competitor. Transformed Document Centre digital copier business from standalone to network-connected. Launched first network-connected product in April, 1998, and increased network connect rate from 0% to over 45% within nine months.Developed strategy, products, ISV alliances, marketing programs, and sales training programs for $5B worldwide B&W office copier/printer business. Built partnerships with IBM, Microsoft, Compaq, and Documentum to promote Document Centre network scanning capabilities by creating seamless links to partners’ messaging and document management platforms.

Grew revenue over 350% from $.4 to $1.4B, and return on sales from negative 10% to positive 10%. Working with an engineering team based in Japan, secured incremental funding to launch product that established a new high-end color printing segment. Achieved first-year sales of over $100mm and long-term market share leadership. Doubled rate of new product introduction from one new print engine every two years to over one per year.Transformed business focus from copiers to network-connected systems. Augmented limited internal R&D resources by negotiating development and marketing partnerships with EFI and other network print controller OEMs. Program yielded high-margin products, stronger networked solutions, and highly skilled OEM technical resources to complement Xerox field sales teams.Defined multi-year strategy to focus initially on segments where Xerox product performance and reliability delivered the highest customer value: copy shops, in-plant corporate reprographics, and pre-press markets. Built marketing and global sales training programs to address critical business problems for these segments. Successfully displaced competition in numerous accounts, including Kinkos and Leo Burnett. Focused long-term product development on price/performance to engage broader office market.Developed strategy, products, OEM alliances, marketing programs, and sales training programs for worldwide color copier/printer business.

Lead strategic projects for members of Xerox Corporate Office. Developed and implemented new strategy formulation and corporate portfolio management process. Led cross-division task force to define Xerox strategy in desktop printing. Evaluated market dynamics, product design and manufacturing economics, and competitive position.

Led case teams to analyze strategic problems and implement solutions for Fortune 500 clients. Major accomplishments include:Defined and evaluated a range of operating and divestiture options for $100mm network interface card division of Western Digital, a $1B electronics manufacturer. Identified potential buyers and initiated divestiture negotiations. Gained consensus of Western Digital Board of Directors to proceed with transaction. Led cross-functional task force to analyze restructuring options for a $170mm packaging products division of James River, $4B paper manufacturer. Recommended discontinuing three poorly positioned product lines. Developed detailed implementation plan to close six facilities and transfer operations to three new plants. Result improved pre-tax ROA from 1% to 18%.

One of eight MBA candidates selected nationwide for this program. Analyzed Nissan management techniques through extensive contact with headquarters management personnel. Worked on production lines and studied shop-floor operations at Zama auto assembly plant.