Integrated Sales & Marketing: Developed sales & marketing programs and sales tools for 165 sales reps in ten districts for one quarter of U.S., establishing quota for $289 million dollar business sector in 27 product families.
	Sales quota exceeded in last 2 years while keeping under the $600,000 marketing budget.
Increasing Shareholder Value: For a multi-product company, used proprietary Shareholder Value Methodology / Model to determine long-term contribution of each product line to the company $/share price.
	Eliminated 30% of products; increased Value 100%.
Strategic Competitive Sales Planning: Member of a "select" senior marketing management team to develop operating system strategies to redirect marketing effort of a $12 billion computer & measurement systems company, after it's buy out merger with a $600 MM workstation company.
	Resulting "call to action" plan successfully protected $200 million of sales revenue from prime competitor.
Business Analysis: Market Attractiveness - Competitive Position study of electrical manufacturer's product lines.
	Divested one small product Line that consumed overwhelming management attention; increased business' value.
Marketing Management: Managed $6MM budget and (25) person events, industry marketing, telesales and communication team for $85MM engineering software sales operation.
	Contributed to over quota performance of 22% and 18% in first two years.
	Launched newest flagship product resulting in industry-wide paradigm shift and new industry category.
New Product Launch: Developed/implemented an integrated sales & marketing launch for national computer company that included billboards, PR events, road shows to large/major accounts, a special first-time ever station-wagon mobile demonstration solution, demonstration/presentations software, mailers, audio telemarketing with the president of the company, special partners activities and promotions.
	Launch exceeded very aggressive sales goals by 400% in first two quarters! Was the most successful start-up of a single product to-date.
Strategic Planning: Taught, built infrastructure, coached managers, provided tools, evaluated, guided implementation, developed performance measurements / compensation system for a Fortune 100, medium and small companies.
	"Doubled" Value of a Fortune 100 Company.
Market Development: Opened up manufacturing software markets for neophyte sales force in critical need of successful selling templates. Researched business potential, sized rep assignments, recommended quota levels, created region sales plans and established necessary sales skills and industry knowledge.
	Efforts yielded $10 million in computer products/services sold the first year.
Resource Allocation: Used Shareholder Value concept to focus dollars, people, and management attention by causing management to see potential effect on each product line's value.
	Shifted focus to the 7% of products generating 90% of value.
Market Research/Direct Marketing Campaign: Major pharmaceutical company needed to confirm potential for four "emerging markets," select best potential based on the research, and contact/sell physicians & state immunization personnel in the most efficient manner.
	Increased sales by 13% while completing the project on-time and on-budget.
Acquisitions: Search, Strategic Fit, Valuation, Integration of 200+ candidates ($2MM-$300MM Sales).
	Acquired manufacturer/marketer that increased acquirer's $/share by two times the acquisition price.
	Prevented many acquisitions that would have destroyed acquirer's shareholder value.
Manufacturing/Operations Improvement & Expansion: 50+ Plants: equipment and plant design, industrial engineering, production management, scheduling, finance. Developed revolutionary approaches for plant layout and production scheduling to improve operations efficiency, cost and capacity. Created methodology linking operations decisions to long-term shareholder value. Many Patents.
	Increased efficiency 10% with 30% less operating cost & 30% less investment by reconfiguring plant layout.
	Invented production scheduling method that increased output 5% without added investment.
Restructuring: Used Shareholder Value concept to determine value and profit potential.
	Divested businesses having 10% of sales but little value contribution.
	Invented plan to move from seasonal, high inventory production to year-round level manufacturing,
Direct Marketing: Launched/managed corporate Database Services and Program Management groups developing operating guidelines, measurements, standard operating procedures, job definitions, supporting resource structure, new business initiatives and database marketing expertise.
	CD-ROM project, Rebate programs and other efforts grew client businesses by over 15%.
	Direct contributor to 20% growth in company's billing revenues.
Competitive Positioning: Developed strategies to gain share from major consumer product competitor, by exploring alternative market positioning, marketing costs, competitor reactions, manufacturing, distribution, inventory and financial considerations.
	$1B company increased earnings $30MM/year; vertical integration saving $20MM/year.
New Products: Developed strategies to gain share from major consumer product competitor, by exploring alternative market positioning, marketing costs, competitor reactions, manufacturing, distribution, inventory and financial considerations.
	Product introduced 5+ years ago captured 30% share; intro costs 15% of sales lower than standard, very profitable.
Strategic Sales: Developed top management Original Equipment Manufacturer (OEM), Volume End User (VEU) and joint research relationships with corporate Engineering and R&D of company's $60B largest worldwide chemical customer.
	Secured "preferred vendor" status within 2,500 person R&D resulting in $6 million in first year sales.
	Initiated and managed company's first corporate CD-ROM project resulting in $12 million in sales and estimated $40 million in customer savings in next three years.
Capital Expenditures: Evaluated capex plans for strategic fit and effect on shareholder by helping management see how much each product's resulting value would be changed.
	Eliminated 30% of capex that would have reduced Value or added insignificantly.
Strategy: Example projects: Make vs.- Buy; vertical integration; technology assessment; acquire vs.- develop for numerous companies, in many industries.
	Higher $/share price.
Start-Up Business Planning: Functioned as COO / Business Advisor to owner in developing business plan, assembling management team, securing financing, leasing office/warehouse, etc.
	Cosmetics business.
Pricing: Integrated how various pricing, marketing plans/costs, competitor activity, manufacturing, distribution and financial options could affect volume and, most importantly, shareholder value.
	Increased earnings of a consumer product by 8%.
Marketing Plans: Optimized business value by integrating alternative marketing positioning, price, expectations, costs and timing with effects on manufacturing, distribution, inventory and investment, instead of the normal separation of marketing, operations, and finance.
	Caused marketing performance to be measured in terms of total business success.
Re-Engineering: Designed large multi-product manufacturing plant and its operations philosophy using the Shareholder Value Methodology / Model to sort out competing designs: New technology -vs- existing methods/equipment; few hi-speed lines -vs- many slow lines; equipment managers and crews dedicated to fixed products -vs-versatile systems; back-up lines -vs- scheduled downtime; limited product mix -vs- complex mix; make-to-order -vs- make-to-inventory; easy to make products only -vs- full range of products; line configuration alternatives etc.
	Stock price increases by $5/share over best competing design due to optimum complex combination of operations and finance factors.

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