Have taught Corp. Financial Management courses (incl. Securities Investing, Capital Budgeting, NPV & IRR modeling) part-time at Dallas Baptist University for the past 11 years. Have also taught a Recruitment & Compliance course, plus Multinational Management, at the University of North Texas. Have been an executive recruiter for 3 years for an executive recruiting firm.

Recruited and advised investors for this NASD-licensed securities firm (member FINRA & SIPC). Developed, implemented & conducted sales programs for services offered by the company. Did over $1 million in sales in 2007.

(see two periods of time): For five departments (Airport Operations, Customer Service, Air Service Dev., Terminal Mgmt., Marketing Services) developed O&M budgets, tracked status of contracts, identified accruals, analyzed variances (actual to budget), provided continuous forecasting, identified & monitored KPI's, & cost drivers.

Selected by University of North Texas to teach Recruitment, Selection & Compliance, which honed my knowledge of recruiting processes. Also taught Multinational Management.

Analyzed operating practices, provided strategies for improvement, and assessed financial impact within the Customer Service Department. Provided monthly revenue forecasts, analytical assistance, budget execution strategies and business process re-engineering. Documented and improved organizational reporting processes for generating financial reports and charts for monthly board meetings, which reduced the required man-hours by 50%.

Loewenstein & Associates is an executive recruiting firm that staffs at the executive, manager, and professional levels for financial, software development, consulting and manufacturing firms. Representative clients included Deloitte Consulting, Intellicorp, Philips Electric, Honeywell, AspenTech, Baan, Pavilion, Warren Electric.

This company is a multi-product manufacturing company selling to the energy industries. Responsible for operations including sales, human resources, manufacturing, scheduling/materials, engineering and customer service, in a turn-around environment. Crunched the numbers and forecasted sales and profits for this financially troubled company.

Responsible for improving the order fulfillment process (project/contractmanagement, software development, engineering, purchasing/scheduling/manufacturing, QC/test) for $20 MM emissions instrument manufacturer/distributor. Manufacturing cycle time reduced from 12 to 6 weeks by implementing a formal MRP work order/kitting and shop floor control system, inventory accuracy & cross training.

Reduced this emissions instrument company's 26 week product lead time to 20 weeksand improved on-time delivery by factory cross-training (cells) and cross-functional TQM teams with reps from HR, project management, engineering, materials, manufacturing and test. Company was acquired and downsized.

Took the lead in growing and staffing this manufacturing organization over a 14 year period. By 1992, annual sales were ten times over 1978. Played a hands-on role spearheading new product planning and development. Was proactive in developing our international marketing program; initiated a strategic business venture with a major French manufacturer (Philips). Spearheaded entry into the aerospace market. A marketing focus by the president was necessary because we were going up against Rosemount, Inc. a giant in the aerospace instrument industry, which also had a monopoly in our chosen product area. Acquired technology to break a market monopoly held by Rosemount, which later bought this business unit for a premium. Spent considerable time in the field and at shows, interfacing with customers and coaching the sales organization. Was heavily involved in negotiation with commercial aviation customers like Bendix Wheel and Brake, Boeing, Garrett Engine Div., Pratt & Whitney, Rolls Royce, Cessna. Through organizational redesign, established employee ownership of cross-functional business processes, which in turn increased overall gross margins from 40% to 46%.