Developed five-year growth and fundraising plan to expand capabilities and outreach of this online educational institution. The Wittenberg Academy provides classes for K-12 students to homeschoolers, missionary and military families, and parochial schools using a “classical” approach (employing the ancient Trivium of Grammar, Logic and Rhetoric along with theology, Latin and other languages). Articulated major strategic opportunities and challenges to heighten brand identification and sharpen focus on targeted market segments.

Preach, teach and provide spiritual care to 430+ members in state capital’s historic downtown congregation, as well as 90+ pre-K through 8th grade students and their parents. With Associate Pastor, oversaw and supervised staff of 15. Led two weekly educational discussions for 50+ adults. Introduced every-member initiative to motivate intentional personal outreach. Trained elders in more effective attendance tracking and visitation. For congregation’s 125th anniversary observance, organized numerous celebrations, social events and outside speakers. Hosted annual national conference of The Consortium for Classical Lutheran Education described as “the best ever” for 130+ participants from all over the country. Collaborated with Verizon to develop new monthly income stream, increasing congregational revenue nearly 10% above regular giving. Initiated several components of indoor and outdoor facility remodeling.

Preach, teach and provide spiritual care to 100+ members in two small-town congregations located twelve miles apart. Led two weekly educational discussions for 12+ adults. Elected by fellow pastors to serve on District Conference Planning Committee (2011-’14); Vice-Chairman (2014). Chaired District Compensation Review Committee (2014-’15). Presenter to Higher Things Youth Conferences in 2011,’12,’13.

Study roles and interrelations between church, family, government, business and other societal institutions in meeting human needs and sustaining ordered liberty. Integrate different public policy issues such as free market economics, poverty, welfare, health care, education, the environment, family, religious liberty, and church-state relations into a coherent framework and articulate them to a lay audience. Conduct research, interview national leaders and government officials, and visit social service offices, churches, and faith-based organizations serving community needs in order to create educational resources that will benefit peers and future parishioners and contribute to Heritage Foundation products and resources.

Marketing consultant to not-for-profit organizations. Assist and direct establishment and optimization of external and internal communications, membership and organizational development. Specific areas of involvement and experience have included:• Strategic Planning• Brand Development and Management • Organizational Structure• Competitive Analysis• Network Expansion and Regional Chapter Development • Team Building • Volunteer Recruitment and Motivation• Membership Database Management and Optimization• Fundraising and Donor Development• Conference Planning and Event Management • Newsletter & Periodical Publishing and Production• Direct Mail Campaigns • Website & Email List Development• Telemarketing

Instructor in Department of Business for students working toward the Bachelor-of-Arts degree. Taught class in Principles of Marketing.

Instructor in Department of Business for students working toward the Bachelor-of-Arts degree. Taught class in Management Information Systems.

Retained on contract to advise and assist the Joe Leibham for State Senate campaign on grassroots network development, fundraising, event planning and publicity. Candidate victorious over well-known incumbent in first run for this office.

Grow sales and profits of $40 million company through new market and business development.• Business Unit Management: Responsible for increasing sales and profitability, developing strategic plan, and penetrating new accounts in the Small Gas Engine, All-Terrain Vehicle, and Lawn & Garden markets.• New Business Development: Formed strategy, generated concepts, and identified 50 prospective proprietary consumer products to develop, manufacture, and market. Evaluated and ranked prospects; recommended six final candidates. Projected capital, price and volume needed to achieve breakeven in three years; $5M/yr sales and 15% net profit targets in five years.• Sales Prospecting: Identified, qualified, contacted and delivered presentations to several prospective new customers including Maytag and Whirlpool with potential to increase sales 20-25% for $3.5 million Thermoset Molding Division.• Corporate Website Development: Designed and developed themes, imagery, and structure for corporate website; wrote text, selected photos, supervised contract programmer, and brought site online.• Marketing Communications: Wrote articles comparing injection-molded Thermoset Composites to metal die castings that generated new interest among dozens of current and prospective customers.

• Best in the State: In my first run for elective office, achieved 47.2% of the vote (25,287 vs. 28,232) against a well-known four-term incumbent assemblyman. This percentage and the 2,945 votes separating me from my opponent were the best results achieved by a Republican challenger out of seven contested state senate races in Wisconsin during the ’98 election. Won two of the three Assembly districts that comprise the Senate district, which had not elected a Republican in almost 20 years.• Leadership and Motivation: Recruited and organized a campaign team of more than 35 volunteers —described by several Madison political advisors as the “largest and most dedicated we’ve ever seen”.• Fundraising: Raised over $148,000 (almost $75,000 from within the district) — over 128% above previous district record.• Media: Developed campaign themes and literature, and worked with advisors to write and edit scripts for radio and TV spots (aired on both broadcast and cable). Also employed a web page and billboards.• Personal Persuasion: Participated in six publicly-moderated debates and addressed dozens of civic groups and service clubs as featured speaker. Personally canvassed over 3500 households door-to-door.

Responsible to improve division profitability by improving cost calculations and overhead management. • Global Strategic Planning: As a member of the Global Faucet Operations team (charged with improving the integration and coordination of plants in Wisconsin, Arkansas, Mexico, France, Egypt and China), defined and prioritized market drivers for each continental region, developed “flow line” framework for strategy scenarios, and estimated strategies’ financial impact.• Cost Accounting: Developed activity-based costing framework to highlight individual part profitability.• Product Line Pruning: Identified 32+% of parts as candidates for elimination; active parts were reduced 9.4% in 7 months.• Productivity Improvement: As a Kaizen team member, developed new one-piece flow mechanisms for a faucet assembly cell that dramatically reduced unit cycle time. Shingejitsu Associates consultant described improved cell as “truly World Class”.

Managed growth, profitability, and new product development of $24.7 million Showers category (fiberglass and acrylic modules and receptors). Recommended pricing and promotion policies and programs; managed approved actions to implement them.• Increased Net Sales: Fiberglass line up 57%. Acrylic line up 70.5%. ( 3Q93 - 4Q96 )• Improved Profitability: With Manufacturing Support, improved Fiberglass line’s net loss margin 21.4%; took Acrylic line from ongoing net losses into profitability with 173.5% net margin improvement.• Launched New Products: Eight new products yielded $831,000 net sales in ‘94; $1.3 million in ‘95, $2.6 million in ’96.• Developed New Products: Initiated development and supervised introduction in ‘95 of new Terracina showers product line encompassing six models; achieved net sales of $421,000 in ‘96, $828,000 in ‘97. • Penetrated New Market: Pacific Northwest initiative achieved $3.2 million net sales in ‘96.• Developed Strategic Plan to gain market leadership in the category. Components included technology development, acquisitions, distribution channels, new products, brand leverage, market research initiatives, pricing structure, rebate programs, sales and promotion support.• Developed new Pricing Structure that addressed critical profitability drivers, job quotation guidelines and regional discounts.• Market Research Management: With Industrial Design, managed major research study. Defined research objectives, reviewed firms’ proposals, selected firm, guided contract writing, and reviewed firm’s performance against objectives and expenses before payment for each project phase. During actual research: defined data to be gathered by consumers, developed focus group discussion guides, chose cities for focus groups, viewed several sessions, and developed conclusions.

Defined, justified, launched development of $824,000 barcode-based manufacturing information system for production facility.

With four others, launched and led statewide political movement to recall United States Senators Kohl and Feingold, as permitted by Wisconsin State Constitution.• Wrote Manifesto: Drafted the first written expression of our resolve to protest and act, which focused our then-small group on a clearly defined, decisive and attainable objective. Hundreds of these sheets were reproduced and distributed, recruiting the volunteers who formed our movement’s early cadre.• Leadership and Organization: Developed statewide structure, then recruited and led 8 congressional district, 66 county and 31 Milwaukee unit coordinators, who in turn organized more than 9,500 petition circulators around the state with virtually no support from the state’s traditional political organizations.• Management and Motivation: As “Field Marshall” for the entire effort, prepared and delivered weekly briefings to Alliance’s leadership team, charting progress to prioritize locations and focus effort on actions necessary to accomplish objectives.• Widespread Media Coverage: On June 1, 1997 our effort was featured as the lead story on Milwaukee’s Sunday morning TV programs and as the above-the-fold lead story on the Milwaukee Journal-Sentinel’s front page. The Recall was discussed almost daily on talk radio in the weeks approaching our deadline.• Historic Grassroots Movement: On June 3, 1997 we submitted petitions endorsed by approximately 350,000 signatures for the recall of Senator Russ Feingold and 347,000 for the recall of Senator Herb Kohl. While short of the 391,000 signatures required, Milwaukee talk radio host Charles Sykes and several other commentators called ours “the most incredible grass-roots political effort in Wisconsin state history”, earning an entry in Michael Barone’s Almanac of American Politics 2000.

Facilitated productivity improvement projects and quality teams in delivery performance, production control, cost estimation, sales forecasting, and spare parts service stock levels for multiple divisions at several production facilities nationwide. Managed department’s MBA recruiting process. Trained in forecasting software and Eliyahu Goldratt’s Theory of Constraints.

Evaluated several Pacific Rim and European markets for export potential. Formulated plan to exploit opportunities and integrate marketing efforts of Hammermill and Springhill businesses with those of recently acquired French subsidiary. Proposed strategies to increase domestic share in various product grades and market segments after identifying gaps in Hammermill product lines.

• Strategic Planning: Formulated program strategic plan that encompassed equipment modernization, budget proposal planning, organizational structure, and integration with the contingency battle plans of joint warfighting commands. Wrote first draft of Army’s comprehensive doctrine for wartime electric power supply in the theater of operations that was later incorporated into Army’s Sustainment Engineering Field Manual.• Management: Coordinated activities of 7 military power supply detachments and elements stationed at 13 locations worldwide.

• Management: Second-in-command of 134-man combat engineer unit. Managed maintenance, logistical and administrative operations for approximately $8 million of vehicles and other physical assets. Led a 62-man platoon that included maintenance, heavy equipment, supply, operations and communications sections.• Results: Maintenance operations were evaluated as the best of the battalion’s line units. Developed performance measurement system for maintenance operations that was commended by the brigade maintenance officer.

• Management: Managed all personnel and administrative operations (including legal, financial, and public affairs services) of a 702-person engineer unit. Supervised a 12-person staff center that consistently achieved the highest transaction acceptance rates in the Frankfurt Military Community.• Results: Provided consulting services to subordinate units in personnel / administrative functional areas that dramatically improved their annual inspection ratings. Coordinated all personnel aspects of a major unit reorganization.