• Developed and launched Marketing and Sales functions to drive Market Strategy, Pricing, Brand, and Product recognition in the Recreational Vehicle market and segments of the US Dept. of Defense.• Managed relationships and agreements with OEMs, Wholesale Distributors, and Retailers to enable widespread solar adoption in untapped markets.• The goal is to achieve a significant increase in market share and revenue through strategic partnerships and innovative sales tactics.

Work with the CEO and Senior Leadership team to develop, lead and support corporate strategy for continued growth across multiple divisions. Responsible for translating the overall goals of the business into financial and operational milestones using budgets, forecasts, Lean/Six Sigma and Customer roundtables, reestablishing company dashboards (KPI's) and allow for corrective measures to lead the organization towards execution towards goals. Develop and maintain excellent relationships with internal and external stakeholders by identifying their needs and expectations and incorporate these into the operational plan. This includes customers and financial and supplier partners.

Transformational, global (MBA) executive with over 15 years of executive leadership and management experience, including President, CSO, SVP, and VP positions specializing in Global Business Development, Turnaround Management, and Organizational Growth in Public corporations including GE/GE Capital, American Express, Apollo Education Group, and Waste Management, Inc. Excels at linking and clearly articulating the connection between business objectives and true business capabilities leading to profitable business outcomes through full-scale transformations, transitions, and reversals-of-misfortune for both companies and departments. A proven record of converting multi-year losses into sustainable profitability through a team, operations, and process restructuring through deep-dive analysis into critical issues, and developing executable strategies for remediation, while leading the full implementation of solutions implementation to fix escalated issues. Focus Industries include Private Equity Operations, Consumer Goods, Manufacturing, Financial Services, and Technology.HIGHLIGHTS:★ McDonald's Corporation. I am part of the Continuous Improvement Team (Lean / Six Sigma) planning, launching, training and coaching / mentoring project teams globally.★ Nasco Corporation (owned by Eagle Tree Capital) In Executive role for a Private Equity owned 75-year-old Manufacturer and Distributor of Healthcare, Agriculture, Sampling and Education products. Leading Operational Process Improvement, identify solutions to enhance Order to Cash, Target Markets/Customers, Sales, Customer Care, and Operations improvements while aligning the organization, budgets, systems and reporting.★ Cruz Tequila / Escala Cerveza. In the role of Advisor to the CEO/Founder of a Mexican craft beer and tequila company – Created solutions to achieve operational improvement, distributor planning, and capital acquisition goals. Procured Investors, Business Plan, and Operational Advisor.

OVERVIEW:President, Professional Services GroupChief Sales Officer, InterimPresident & Board Secretary, Carnegie Learning (subsidiary)I was recruited by the CEO / Owner of a company comprised of multiple for-profit educational institutions, (including the University of Phoenix, w/ billion-dollar annual revenues) for a 3-fold strategy:- Create and execute the business transformation plan.- Accelerate growth, and- Reverse a pattern of losses. Holding multiple senior leadership positions, I directed all aspects of 2 subsidiaries (mid 8-figure annual revenues), with full P&L accountability. I coached and led team of over 300 that included the CEO and COO of both subsidiaries. I provided both the strategic and hands-on leadership for a series of key initiatives, including M&As, organizational restructurings, new product development, and B2B partnerships / alliances.HIGHLIGHTS:★ Achieved 35% EBITDA improvement by driving 180-degree turnaround for the B2C publishing and software business. Additionally, turned around the Carnegie Learning operation, positioning the company for a premium sale to a PE group (identified buyer and led the acquisition process).★ Identified and closed the largest B2B deal in Apollo’s history, leading to 30% sales gain. Secured strategic and exclusive partnership that opened up access to 1,500 CEOs of manufacturing & distribution companies with 9-figure annual revenues and a pipeline to 2.5M potential students/customers.★ Formulated and directed transformation initiative for B2B market expansion, bridging educational gaps in corporations from diverse industries. Created the vision and tools to drive YOY success.★ Spearheaded an 8-figure cost savings by restructuring and segmenting B2B sales force, streamlining the sales processes, and optimizing use of the company’s CRM tool.★ Opened up opportunity for 26K new student licenses and 6-figure new revenues by planning and executing launch of a new digital education product.

OVERVIEW:I was recruited to plan and lead the integration of 60 global companies within a talent solutions company with 2,000 employees, operations in 18 countries, and 9-figure annual revenues. As the SVP, I created a series of transformational strategies for improving internal and external operations, including global performance, service quality, and delivery consistency. Additionally, I crafted and executed multiple go-to-market strategies. Leading and coaching cross-functional teams, I focused our efforts on enhancing shareholder value while increasing overall profitability.HIGHLIGHTS:★ Captured 8-figure cost savings by consolidating IT and Marketing operations, eliminating non value-added vendor contracts, and closing locations in the U.S., Europe, and Australia.★ Drove global performance improvements by creating and establishing operational metrics/ dashboards, including “Focus on the Customer” and “Rate of Change” measures.

OVERVIEW:I was brought on board to lead the strategic planning and execution for mission-critical initiatives, including M&As and subsequent acquisition integrations. In this position, I directed and coached a team of 12 that included VPs, Directors, and Analysts. Analyzing and pinpointing areas for business growth and expansion, I developed solutions to capitalize on new opportunities and revive previous pursuits.HIGHLIGHTS:★ Designed strategy and led integration for multiple acquisitions w/ combined mid 9-figure valuation, including transaction security software company, online rewards/electronic wallet start-up in China, and European customer incentives service provider.★ Generated billion-dollar new revenues by revitalizing upper management interest in a complex capital markets financial product. Led successful product rollout in less than 90 days.★ Researched and identified 9-figure potential cost reductions within a billion-dollar business unit.

OVERVIEW:I was promoted to direct core marketing and business development functions, including new market identification and penetration, e-commerce, advertising and branding, competitive intelligence, and communications. Leading a globally dispersed team of 30+ that included 5 Directors, I provided the guidance and support to pursue innovative paths for business growth.Establishing and executing the industry analytics and forecasting strategy, I drove the Commercial Distribution Finance platform of GE Contributed Manufacturing and Consumer Goods. This multi-dimensional platform included whitepapers, presentations and data delivered to customers, rating agencies, and market information providers, including Industry Publications, S&P, Moody’s, Bloomberg, and LTSA.HIGHLIGHTS:★ Transformed the entire business culture by co-leading development and integration of a growth strategy for new product introduction and geography/market penetration.★ Paved the way for billion-dollar new revenues by gaining C-level approval on 11 of 42 new market and product opportunities. Captured 9-figure sales total in 24 months with new asset-based lending product for small/medium wholesalers and distributors.★ Provided key business insight coaching to an organization with 2,200 leaders. Built strong, sustainable relationships with the NAW President and Board of Directors as well as with multiple CEOs of select companies; facilitated enterprise resources intros with C-suite executives.

OVERVIEW:I was brought on board to serve as the Capital Markets pricing leader and strategist. As VP, I held full responsibility for middle-market loan sales and trading desk activities involving private equity sponsors, leveraged loans, middle markets, and high-yield bond markets. Targeting both deal-level and long-term results, I created scalable, structured solutions and pricing frameworks.HIGHLIGHTS:★ Syndicated billion-dollar loans for investors while adding over 100 new investors to strengthen GE Capital’s market position. Drove business development initiatives in multiple industries, including healthcare, technology, energy, and entertainment.★ Delivered incremental mid 8-figure tax benefit through co-creating and executing a robust GE Edison securitization conduit asset realignment solution.★ Selected as 1 of 300 GE Capital employees to train as a Certified Master Black Belt. Taught statistics, data analytics, change management, critical thinking, communications, strategy, and other core competencies to 600+ employees.

OVERVIEW:I designed, developed, and implemented programs for various clients, including Budget Car Rental. The programs were customized and targeted the most important “need” areas, including improved profitability, greater operations efficiency, and higher levels of customer satisfaction. HIGHLIGHTS:★ Increased customer satisfaction 7%.

OVERVIEW:I was recruited by and reported to the new CEO, with a focus on leading an enterprise-wide turnaround of a billion-dollar subsidiary. In this capacity, I developed and delivered programs that improved operational efficiency while fostering a customer-based and performance-centered approach organization-wide. I reengineered all functions to pave the way for these goals.HIGHLIGHTS:★ Transformed a quarterly billion-dollar loss into profitability status within 2 years; achieved a 9-figure annual cost savings by creating a new IT team structure. ★ Reduced locations from 40 to 4, eliminated unprofitable lines of business and under-performing activities, and improved capabilities tremendously through training and development initiatives for a team of 8,500.