In this role, I was tasked with de-risking business continuity, modernizing applications in Sales/Marketing, Manufacturing, Finance, Quality, & HR. At the same time, become an industry leader in Digital capabilities and microservices portfolio. To establish high level Cybersecurity safeguards. See below PDF for greater detail.

With IntelliData having been acquired by KEMET Electronics Inc. in April 2015, I have the privilege to continue to oversee IntelliData in the same way I always have, plus I have been given responsibility for KEMET's digital marketing.

Co-founding IntelliData was born out of a market vacancy I observed during my later days at Arrow. Due to both their complexity and scale, Passive components had a relatively high cost of sales and poor service and response when compared to their Semi-conductor counterparts.At IntelliData, we brought a combined 50 years of market specific experience to bear on developing solutions unique to the Passive component market. To do this, we pair highly accurate and complete data content with intelligent software (hence IntelliData). Our products help our customers take what has been complex and costly to elegant and efficient. Today we help our customers develop offerings which support their customers (both internal and external) in these key areas:1) Discovery2) Decision Support3) Sales

Arrow had embarked on a massive reorganization which dramatically refocused their sales effort. I was brought in to take the newly formed Director of Product Management position. In this position, I had responsibility for all Passive, Electro-mechanical and Connector products for North America. In addition to all purchasing and inventory performance, other key responsibilities included supplier relations and contract negotiations to sales service and responsiveness, supporting several hundred million in sales.

Here I moved back into the sales side of the business, where I was asked to remedy our poorest (sales and profit) preforming region. This position included P & L responsibility. I undertook an operational restructuring which included things such as:1) Balancing the product mix of our sales.2) Exiting unprofitable sales.3) Implementing new sales practices.4) Enhancing the sales team and management.5) Managing cost structure.

Building on the achievements of my Corporate Marketing Manager experience, I was moved into this position to assume responsibility for the entire Passive component product offering (capacitors, resistors, inductors, circuit protection, timing devices and others). This segment grew to about forty percent of company sales and about fifty percent of gross profit.

For select franchised capacitor manufacturers, I was responsible for purchasing, inventorying and marketing throughout North America. This included positioning the right products, at the right levels at the right price. Sales growth, inventory performance and profitability were the key drivers which moved these manufacturer's products to award winning performers during these years.

Over the course of about 9 years, my responsibilities spanned Inside Sales, Inside Sales Manager, Field Sales, Field Sales Manager and ultimately Regional Manager/GM. While the first three years were in the So. California market, the later six were in Silicon Valley where I started a new branch office from scratch. Building on the success of this branch I expanded our reach into the Washington and Oregon markets. During this time, PUI was almost entirely focused on distributing capacitors.