Member of Board of Trustees for non-profit provider of mental health care services in Southern New Jersey

FLB Services, LLC, helps small businesses implement new ways of growing revenue and profitability. We specialize in working with established companies with 5-250 employees that are looking for new ways to prosper in a changing marketplace. Our experience includes CRM implementation, rebranding, product and pricing analysis, sales and service training, marketing cost reduction, compensation and incentive plans, and mergers and acquisitions.

U.S.C.G. Licensed-Operator of Uninspected Passenger Vessels (OUPV) 25 gross ton mechanical vessel, 100 miles offshore, carrying up to 6 passengers. Operate 27' fishing charter business out of Ocean City, NJ Offering bay, inshore and offshore fishing trips of distances out to 80 miles offshore as well as party and sunset cruises.

Provided post-merger consultation to Civiq Health for the introduction of a new company brand and integration of the outreach team and territories. Realigned and integrated legacy outreach team, integrated team performance data from legacy systems, designed framework for new CRM system to centralize data between the marketing, admissions and outreach teams. Recommended new value proposition and brand promise while driving completion of print collateral.

Brought on to develop new marketing and revenue strategy for this highly-respected provider of behavioral health services, facing significant new challenges as a result of the Affordable Care Act and other disruptions in the healthcare marketplace.Championed organization rebranding effort with new logo, tagline, value proposition, and all internal and external collateral to clarify the market position and re-establish Livengrin’s leadership in its segment.Identified under market price opportunities and led renegotiation strategy that resulted in significant increases in revenue.Selected and implemented new CRM software (Zoho) and standard operating procedures to better manage information; introduced and streamlined processes for managing digital presence, including email campaigns, social media strategy, SEO, SEM, PPC, and website upgrades.Assumed ownership of traditional marketing efforts including media buys, messaging strategy, copywriting for radio advertisements and direct mail, and community engagement. Designed monthly executive metrics to show various census trends that included key variables that drive residential revenue such as payer mix, average length of stay, and service category. Created first marketing dashboard to measure ROI on all marketing spends.Collaborated with Quality, UR, and Admissions departments to implement better customer satisfaction and outcome data collection while improving online reputation. Improved selling skills, team culture, and accountability of outside sales representatives. Worked closely with sales representatives to help build referral relationships with partner organizations such as hospitals, law enforcement agencies, courts, and other behavioral health facilities.

Focused on strategy, sales, and marketing as a 35% equity partner in manufacturing business specializing in naturally sweetened, sugar-free candy sold through grocery, pharmacy, and specialty retailers around the US and Canada. Acquired new specialty food and independent pharmacy distributors that added more than 1,000 retail locations through direct sales calls and by working with independent sales brokers. Conducted qualitative and quantitative market research to understand user experience, determine channel expectations, and implemented changes to the entire line. Rebranded product with new packaging, messaging, and in-store displays. Repositioned the product from a value-based product to a premium tasting product and identified best channel to reach target consumers.Created product sampling program targeting specific geographic regions and customer segments; identified, called on, and closed contracts with grocery stores, independent drug stores, convenience and specialty food distributors, and college campus bookstores. Initiated quality control initiative to achieve SQF Level 2 Food Safety Certification in Sept 2014, allowing Eda’s Sugarfree to pursue large retail and private label contracts.

Doubled revenue through leveraged buyout of a major competitor, using senior and mezzanine debt that launched Havis into market leadership in professional grade mobile mounting technology. Drove integration of new business unit for Strategy, Business Development, Marketing, and Sales. Achieved cost synergies through organizational realignment and rationalization of merged portfolio.Completely relaunched all company marketing programs including channel program, new logo and brand identity, product portfolio and website within 90 days of closing the acquisition.Established executive relationships with IT/OEM partners (Dell, Panasonic, Getac, General Dynamics, CDW, Motorola, Insight, and others) as well as key distribution contacts from the acquired company. Retained 100% of all major OEM and distributor customers during integration of the two companies through extensive travel and communication to maintain customer confidence.Led a “carve out” divestiture of non-essential lighting product line to private equity group which reduced inventory by 40% and raised cash to payoff mezzanine lenders. Exceeded all quarterly lender-imposed revenue and EBITDA covenants for three years during recession before repurchasing equity warrants and refinancing all debt on favorable terms. Created the company’s first strategic Board of Advisors which included debt holders, ownership and select executives, and key external advisors. The Board met quarterly to review key performance indicators, address areas for improvement, adjust strategy, and drive accountability organization-wide.

Doubled revenue from $12M in 2005 to $24M in 2009 through organic growth. Expanded company marketing initiatives, increased national reseller distribution markets, and restructured all client-facing departments.Hired consulting firm to help overcome three-year sales plateau. Implemented many suggested changes including simplified ordering, internal product training, and a formal reseller and sales training program.Designed and implemented a new channel strategy that consolidated three disparate pricing programs into one uniform structure. Created discount tiers to incentivize distributor loyalty while terminating slow moving or disinterested distributors. Redesigned all selling collateral. Shifted pricing strategy to market-based from cost-based. Improved gross profit margins by 5% and inventory turn by 20%.Integrated company website with MRP planning system that dynamically updated online catalog of 4,000+ active top-level SKUs. Led cross-functional team to restructure entire database of 33,000-part IDs into searchable part description system to reduce inventory, improve lead times, and simplify configuration.Established the company’s first new Product Development team with Engineering and Production departments to focus efforts and improve accountability. Reduced product development lead time by 50% allowing Havis to better exploit its superior internal fabrication and production capabilities.Improved on-time delivery with the creation of a data-driven late order tracking program. Provided better volume forecasting by implementing fast shipment program for select products. Refined product portfolio and pricing strategy through custom reports leading to a GPM increase of 4% Grew West Coast sales from $1M to $4M in two years by absorbing regional competitor and opening location in CA. Closed new contracts with City of Los Angeles, Albuquerque, and San Diego County.

Expanded sales geographically to include southeast and Midwest. Hired national network of 12 independent sales agencies to expand market share into public safety industry. Increased sales through joint sales calls, product training, and terminating low performing firms. Grew sales from 9 million to 12 million.• Worked with regional sales representatives to recruit new value added distributors and installers to sell Havis products around the U.S. Established partnership with Motorola making Havis products available through the Motorola public safety sales channel.• Called directly on major end-user government and private fleet accounts, to drive propriety bid specifications for Havis products. Expanded Havis sales from a regional to national presence closed major deals with clients such as the U.S. Border Patrol and multiple state and major city agencies. Oversaw all negotiation and execution of direct and cooperative government contracts, including Federal GSA contract.

Responsible for mid-Atlantic territory sales from VA to Maine, as the company’s first full-time, factory salesperson. Called on end user government agencies (Federal, State and Local), distributors, and specialty vehicle OEM’s to drive sales of public safety equipment. Learned fundamental sales skills, reseller management, lead follow up, public bidding and government sales process. Successfully closed new contracts with City of Baltimore Police, New York State Police, New York City Dept. of Corrections, Fairfax County (VA) Sheriff’s Office, Washington DC School District, Prince Georges County Police, U.S. Park Police, Washington DC Metro Police, Virginia State Police. Doubled revenue in 5 years.