Engaged and managed worldwide team to drive product roadmaps, manage demand and supply chain challenges, encourage innovation to meet requirements while controlling financial targets and risks. Market and competitive analysis expertise with point-of-sale hardware. Managed multiple portfolio solutions including legacy, current, and future hardware solutions and related initiatives. Support client briefings for audiences from engineers to C-Level executives, as well as conferences and tradeshows for product and retail industry. Developed and implemented the worldwide global strategy and implementation of the vision and tactics to continue leadership position.

Tasked to lead, develop and implement a strategy plan for all product lines, and boost sales, revenue and profits. Increased sales every year culminating in a record year in 2014 with $6.5M in orders. Grew company between 50% and 95% annually. Managed all aspects of the business, financial, sales, marketing, inventory and service. Installed CRM system for proactively tracking sales by monitoring of prospecting activities, contacts, quotations, closure rate and product lifecycle. Created and initiated the business plan for all 15 product lines, and the annual sales and marketing strategy. #1 distributor worldwide for one product line for two years. Other product lines are in top 10% of distributors worldwide.

Lufft Germany had been attempting to enter the US market, looking to find ways to break in. Founded start-up company, Lufft USA, to operate as a subsidiary of Lufft Germany. Profit and Loss responsibility. Managed all aspects of the business, financial, sales, marketing, inventory and service. Developed and implemented company’s business plan, and sales and marketing strategy. Drove market share from 1% to 28% in four years, and sales from $425K in year one to $4.2M in 2014. Introduced the use of salesforce.com CRM tool for managing all sales activities.

After the merger of three of corporation’s subsidiaries into one company, Operations had yet to be integrated. Quixote also wanted to launch the ISO 9001 certification process. Tasked to create a single operations entity, and shut down and merge facilities. Additionally required to implement quality improvement strategy across all teams. Merged three operation groups into one cohesive group. Reduced headcount from 67 to 59, while decreasing costs, and increasing efficiencies and revenue. Reduced inventory from $4M to $2.9M in 10 months while maintaining on-time deliveries. Realigned and consolidated manufacturing from three locations into one location within six months, while maintaining revenue generation. Prepared budgets of $15M+ for fiscal year. Implemented quality improvement strategy across all teams. Achieved ISO 9001 certification in May 2010.