Responsible for winning USN, USMC, SOF, and OGA specific business opportunities and is typically assigned after the lead is qualified and the company makes a formal decision to pursue. Leads and manages the opportunity through to award. 2020-2023 Personal Team Lead Capture Wins $3B+: NASA Armstrong, USN C-26 CMMARS, USMC AV-8 CMMARS, USMC CH-53E RESET CMMARS, USN TH-57/TH-73 AHTS CMMARS, real big win NTWL CMMARS, KC-130J 8.1 Block Upgrade NAWCAD FRP MAC, NTWP CMMARS, and latest P-8 Depot Level Maintenance (SCM sub to L3H).

Serves as an active advisory board member providing expertise in strategic and business planning, budgeting, and fundraising.

Elders are responsible to oversee the congregation under their care. As ordained officers in Christ’s Church, elders assume that such responsibility is one they will ordinarily have for life. They serve as examples to that congregation. They also have a responsibility to govern well. (All found in 1 Peter 5:1-3 and Book of Church Order [BCO] chapter 8, sections 1 and 3). They are held accountable to God himself for their service (Hebrews 13:17) and will be judged with greater strictness (James 3:1). In addition, they must “hold firm to the trustworthy word as taught, so that he may be able to give instruction in sound doctrine and also to rebuke those who contradict it” (Titus 1:9, see also BCO chapter 8, sections 1 and 3).

• Comprehensive management of all small watercraft (fiberglass & aluminum) sales (customer prospecting, qualification, requirements influence, quoting/proposals, negotiation, and contract award) in Latin American and Canadian territories; Direct Commercial Sales (DCS) and Foreign Military Sales (FMS).• Proactively managed and reacted to the common Latin American political-economic volatility and corruption that affected both the customer and sales rep organizations.• Called on and serviced SOF, Federal/National Police, Navy/Armada, Coast Guard, Marine Corps/Naval Infantry, Army, Fire Departments, Harbor Security, and Environmental Agencies. • Cultivated new opportunity requirements, influenced those requirements, to become sole source and win contracts. • Utilized a network of sales reps, Boston Whaler dealers, and Mercury Marine dealers as business development force multipliers• Collaborated daily with engineering to develop custom functional and quality solutions to meet customer boat requirements.• Tasked and then collaborated with Brunswick Boat Group legal to generate new standardized sales rep agreement.

Provides management consulting services to individuals and entities requiring assistance in strategic planning, business development, capture management, and marketing. Most recent industries served: Aviation/Avionics, Aerospace/Defense, Foreign Military Sales (FMS) and Direct Commercial Sales (DCS), Photochemistry (Optical Products/NVIS Filters), Manufacturing, Marine/Boat, Customer Service & Support, Sport Optics, Lasers, Simulation, Ammunition, and Firearms. Develops cost-benefit analyses (CBA), total cost of ownership (TCO) models, and test plans to support new and existing customer acquisitions. Occasionally teaches as an Adjunct Professor (University/College Online) in the subjects of General Business, Theology, and World Religions.

Served as an executive board member at large providing expertise in strategic and business planning, budgeting, and fundraising for Cure Alternating Hemiplegia of Childhood (AHC).

Responsible for Sport and Recreation Optics (SRO) sales management and new business development for General Consumer Markets. Nikon Sport Optics portfolio of products include Riflescopes, Binoculars, Fieldscopes, and Laser Rangefinders.

• Established, developed, and maintained strategic relationships with USSOCOM, Naval Special Warfare Development Group (NSWDG)/SEAL Team Six, Army National Guard, Army Reserve, Marine Corps, Department of Defense, and other federal agencies• Maintained the existing client database, monitored the market, and established new client relations and partnerships• Managed preparation and publication of annual military business development strategy• Conducted annual and quarterly forecasting, recommended implementation details for new products and services• Organized, conducted, and actively participated in public activities such as client meetings, prospect meetings, presentations, site visits, and demonstrations for modular shooting range and live-fire and laser-based simulation solutions• Performed ROM, quote, and proposal generation, and cooperated with internal cross-functional team members • Functioned as capture lead and managed the transition from opportunity qualification through the proposal process where the opportunity was won or closed.

Directs and supervises a group of Inside and Outside Sales Managers and provide support and guidance. Responsible for development of Annual Business Development Strategy with input and contributions from team members. Identify, develop, and evaluate advertising and marketing plan within strategy based on knowledge of company’s strategic objectives, market characteristics, and cost factors.Assess, evaluate, establish, develop, and manage strategic relationships with the Department of Defense, Homeland Security, other law enforcement agencies, and new business opportunities for the organization. Product/solution venue of ruggedized displays, GIS moving mapping, digital video recorders (DVR), and intergration for the aviation and ground vehicle industries.• Managed the entire scope of operations of business development department, such as developing strategic business plans, supervising inside & outside sales team, market monitoring and forecasting, & negotiating and closing business-related deals• As defacto capture manager identified the resources required to pursue bids, established infrastructure processes and plans necessary and managed their full execution.• Ensured sales leads, prepared reports, and promoted improvement proposals • Provided high-quality service to a range of clients, including the USSOCOM, Department of Defense, Homeland Security, Law enforcement agencies, commercial entities, and international SOF customers.• Maintained existing partnerships and client relations and established new ones• Mastered special mission avionics systems and solutions provided to SOF/SOCOM units, military, law enforcement, and commercial markets.

Founder and lead member of management team in development of national/commercial shooting range roll-up. Managed project through research, analysis, branding, new construction, range acquisitions, and traditional distribution methods. Conducted retail firearms, ammunition, and accessories operations with embedded indoor shooting range. Developed the concept from the initial stage to the completion, including raising angel and institutional capital and acquiring and operating a retail store.

In May 2005, LtCol. Eberhard transferred to the U.S. Marine Corps Retired Reserve after obtaining the rank of Lieutenant Colonel with over 20 years of service as a medium and heavy lift helicopter pilot (Sikorsky C/RH-53A/D/E), forward air controller, and military parachutist. He was the Model Manager for the CH-53D from 1993-1995. He served in air-wing, division, air-naval-gunfire, reconnaissance, and staff positions. He spent ten years on active duty and ten years in the Select Marine Corps Reserve.