By building a Go-To-Market plan that focuses on customer outcomes, I help industrial leaders build AI strategies for optimizing processes and improving asset reliability. These strategies address concerns of losing experienced workers as well as taking advantage of the most powerful analytical tools known to mankind to optimize processes and equipment health. I help industrial leaders benefit from the power that Industrial AI brings to their operation so they can have the best day possible every day.

Every child should have a loving family to go home to. But the large expense of adoption is a barrier for many couples who are willing to open their home to love, nurture, and support a child in need. The mission of Sacred Selections is to remove the barrier of funding so that willing couples are not paralyzed by the high cost. As a board member and Chair of the Executive Committee I help provide oversight and guidance on strategies for fundraising, partnering, connecting families with funding, staffing, governance, compliance, policies and other critical efforts.

By developing strategies that bring value to producers of Energy, Metals, Chemicals, Consumer Goods, and Food & Beverage I helped customers implement analytics that improve performance of equipment, processes. Digital Transformation and Machine Learning / AI have accelerated the opportunities that customers have to improve through diagnostic, predictive, and prescriptive analytics. > Process Optimization> Asset / Equipment Reliability> Energy Management> Emissions Monitoring and Control> OEE> Mass / Material Balance> Scrap Reduction> Process ConsistencyAlong with that acceleration has come a large number of new players with impressive advanced software and cloud AI offerings. I have had the pleasure of evaluating many potential vendors, collaborating on strategies that successfully penetrate new markets, and managing those vendor partnerships to ensure alignment for ongoing success.The insights generated by industrial analytics are often required beyond the OT space. Many conversations with customers quickly turn to their security needs. Our OT Cybersecurity group performs assessments, provides a roadmap to address gaps in security, and implements strategies for mitigating risk. Working closely with our marketing team on messaging, targeting, social media, and campaigns ensures relevant information is available to those seeking a better understanding of the possibilities that exist with today's technologies and how to take advantage of them. Exciting times!

I was bitten by the entrepreneur bug so I created a financing brokerage to help small businesses secure financing for growth. After extensive training in New York we learned the business process from borrower to lender, federal requirements, how to read financial statements for financing purposes, and helping clients understand their own ROI. After building a strong network of lender partners and creating a go-to-market strategy, we provided financing for all types of business needs from real estate to buy-outs. After generating a strong pipeline of business by the end of 2019, that pipeline was wiped out in early 2020 with the screeching halt of lending caused by the COVID19 shutdown. We tried to wait until things returned to normal, but eventually had to throw in the towel.Even though that venture did not last, the new skills I gained in marketing, financing, partnership management, and business will last forever.> Finance law and best practices> Reading business financials & bank statements> Determining ROI on many different types of business investments> Building and Managing a Partner network> Best practices when seeking financing> Website customer experience> Google Ads> Google Analytics> Digital form building> Business lawIt was a fun ride, but I missed the thrill of cool technology. Glad to be back!

This well established industrial hardware manufacturer was looking to improve sales in the Midwest and Southeast regions. After designing and implementing a strategy of working with the partner channel to ensure alignment, the improved collaborations with distributors and integrators resulted in a significant increase in opportunities, drastically improving the forecast pipeline. This reset the trajectory for success in those territories. Mission accomplished.

After a significant portion of the accounts in this territory were assigned to a new Strategic Account Manager, I was hired to rebuild. Through very strategic planning and diligent execution I increased sales by over $2 million in 18 months and left OSIsoft with a significant pipeline in place.The most significant win, a million dollar enterprise deal, was matched by only 16 others globally that year.

I had multiple roles at InSource, a distributor of industrial software, hardware and services. Originally, I was hired as an Account Manager for a small territory, which I grew by double digits each year. In this role I also managed multiple OEM channel partners, providing training and guidance on product fit and sales strategy. My collaboration with the inside sales team drove more leads and filled pipeline with new business.I was then asked to join the Enterprise Account Management team, a group focused on customer enterprise growth within the southeast, working with our customers' leadership, from managers to executives, to help them access the fullest potential of the technology and services they had invested in. This required investigating the needs of multiple departments to fully understand their needs and how we could further help the entire organization create enterprise-wide benefits, which created 10% to 24% sales increase every year.

As the first true sales & marketing employee for this talented and highly respected systems integrator, my responsibilities included defining the sales process, improving prospecting, standardizing proposals, generating metrics, increasing win rate, creating marketing collateral, and ensuring customer satisfaction.Since branch managers and project managers were engaging with customers regularly, I trained them on how to locate new opportunities and the questions to ask. That helped build the pipeline and grow our footprint to spread out within the enterprise.Vendor Relations was an important part of my responsibilities. LSI had grown to a point where we were purchasing at higher volumes. This allowed me to renegotiate pricing with some of the vendors and establish new relationships with other suppliers of controls and automation products.I was also the Product Manager for the VeriPak system, a product that was initially built on contract for a customer. After leading the design of a more advanced system, along with the sales process and marketing efforts, this successful portion of our business was sold.

Joined a national team tasked with launching and developing business for the latest system (PlantScape). This included working shoulder-to-shoulder with marketing to develop messaging and collateral to support our responsibility of building a partner channel network of engineering firms implementing control systems for process control companies as well as working with enterprise customers in the region. This team was disbanded after the acquisition by Allied Signal.

My primary responsibility was to improve the efficiency and cost of the custom mixing operation. This often included implementing or improving automation with PLCs, Drives, HMI, and various software packages. Most of the technology was a combination of Rockwell PLCs and Wonderware InTouch and SPC applications. This role required that I worked closely with the Operations and Quality Control teams to increase efficiencies, reduce costs, and improve quality. Due to my heavy concentration with technology, I also managed the local IT network. This included servers, PCs and printers, along with the HP contract for support services.