Providing the products and services that keep lives and property safe in Florida, Advanced Fire is the largest independent Fire Alarm company in South Florida and my role is to keep that going by finding innovative ways to Market, Sell, Install, Service, Monitor and Manage a variety of products with a team of 200+ dedicated people.• Asked by Owner to join company and help revitalize the business. • After being acquired by Century Fire Protection the company’s EBIDTA was in steady decline.• Reengineered pricing for the New Construction division increasing average Gross Margin by 5%.• Educated Management team on how to read Financials and used them as indicators of performance.• Revamped the compensation package for all Sales Team members to move from a Revenue based model to a Gross Margin Model.• Restructured several internal departments to better align resources with results.

• Asked to join team by owner and head of sales to revitalize the South Florida Market• Re-established customer contacts with some of the largest construction firms in South Florida• Increased Sales of Machine Control and GPS based systems

Working with a group of Executives to help small to mid-sized business grow their businesses.

• Charged with helping small to mid-sized businesses increase profits by aligning their operations and technology with their mission.• Hired by $34MM Food distributor to revamp their operations and deploy ERP system to reach a $40MM revenue goal for 2018. • Discovered large amount of unsold inventory, developed tools/reports to show sales what had to “go” resulting in a 30% reduction in inventory.• Found incomplete set of financials, analyzed 3 years of sales data and identified key products and customers where margins were too low, so adjusted pricing resulting in a 2% gross margin increase in 2 months.• Workforce was unmotivated and inefficient, redesigned compensation plan to be performance based.

• Was brought into the company to replace the “Founding COO.”• ERP system required extensive re-programming every quarter to deal with new sales cycle, hired and trained new programming team to revamp processes and reduced effort required each quarter by 50%.• New customer acquisition required lengthy onboarding process, restructured SOPs for new customer acquisition enabling growth from 100 to 400 customers in 30 months.• Company growth was outpacing hiring, took over HR function from COO and streamlined hiring process allowing team to grow from 5 staff to over 35 in 36 months.• Existing IT process required a 2 week onboarding process for new team members, established new SOPs and reduced the time to 2 days.• Subscription services AR was nearing 30%, worked with head of coaching services to restructure customer communications and reduce AR to 20% within 12 months.• Owner cashflow modeling tool was only accounting for short term, 3 months, causing “unexpected” shortages, redesigned tool to take into account AR, AP, Team Growth, Customer Acquisition and Loss in a more efficient manner and changed forecast capability to 18 months.

• After helping develop a new IT infrastructure for their offices, was asked by owner to join the team and head up Wed Development efforts.• Saw a breakdown in team dynamic between Art Department and Project Management, assisted Art Director and Account Executives in the development of a new Work Flow structure that enhanced project status reporting and flow reducing wasted time by 20%.• Website for regional medical insurance carrier was behind schedule and over budget, fired the existing development team and personally oversaw the build and test stages of the website by changing from day shift to night shift operations better utilizing existing resources.• Open source content management systems for web development had a high cost for customization and support; partnered with a commercial CMS provider opening up new sales channels and providing better overall customer experience resulting in two wins with regional hospitals generating close to a $1MM in revenue.

• Asked by owner of IT consulting firm if I would help him with VoIP and Data Center services.• During general IT meeting found out that customer, a new SAS provider did not have a Data Center Plan, worked with principals to design and develop a plan for a Data Center at a Level 3 Communications facility in Miami• Marketing firm was struggling with a custom IT and voice solution, developed and sold a new IT infrastructure reducing the total number of outside support contracts from 3 to 1.

• Recruited by the head of technology in Brazil to join the US team.• US to Brazil service delivery times required 60 days, took over engineering sales function and worked directly with 3rd party vendor reducing time to less than 30 days, industry average. • Little to no sales into Venezuelan market, assisted engineering with the deployment and sale of End to End Ethernet services into Caracas.• Capacity from Southern New Jersey Landing Station to New York City Data Exchanges was limited, negotiated and assisted with the engineering of a dedicated fiber optic link between the sites using third party providers increasing capacity 50%.

• Position created for me by the head of Latin America to assist with Sales Engineering.• Lucent acquired Ascend Communications and all field assets, I championed the integration of the teams in the field and created a unified workforce.• Managed a massive downsizing of the Sales Engineers, 180+ down to 60 in 12 countries.• Restructured teams to better utilize product expertise in region and increased per Sales Engineer customer face time by 30%

Directed team of over 155 individuals in the development of the AnyMedia Element Management System. The team had full product responsibility, "Cradle to Grave." Managed the entire process from Product Concept, Architecture, Requirements, Design and Development. Delivered first release on schedule and below budget.

Managed the team working on ATM and SONET based projects, from software design, through development, testing and integration. This included responsibility for end-to-end project management of all deliveries