Vice President – Business Development, New Pod. Plan/Tech Coord
Vice President – General Manager – Sony Recording Tech Laboratory
Vice President – OEM Sales, VP Marketing, Data Media Products
Vice President – Product Innovation Laboratory
Vice President/General MGR. – Commercial Products Group
25+ years Executive Experience / Public & Private Corporations / Start-up through $70B in revenues
High Growth & Established Companies / Start-Up Ventures / Turnarounds
Diverse Product and Service Industries
Seasoned sales-oriented executive with experience in highly competitive and diverse industries. 20+ years of successful experience in managing P&Ls at division and corporate levels. Recognized for exceptional ability to motivate teams as well as work closely with Board of Directors, major corporate partners, and financing entities. Extensively traveled, and frequent industry spokesperson and panel member.
Comprehensive, in-depth experience across a wide range of technology products and services. Demonstrated ability for understanding complex business problems and delivering creative and effective solutions. Well developed investor relations / communications skills with a reputation for credibility and integrity.
Executive leadership to the following organizations
Laser Light Communications LLC, Hitachi-LG Inc., Hitachi Inc., Alchemy IoT, EOS Inc., Folio Photonics LLC, Archive Sciences Inc., ECMA Europe, Amidex Medical, Pulmonary Analytics. Board positions at SLI Global, Social Media Energy Inc., CU School of Business Deming Center, and NATAS Emmy Committee
(Lucent/Bell Labs spin-off utilizing Holographic data storage technology)
CHALLENGE: Launch an entirely new technology platform into the IT market.
2010 to 2012
2004 to 2010 (Direct report to CEO)
Member of business team responsible for taking the products of a 70 person engineering company to market ($120M raise).
Develop entire sales, marketing, call center, ERP, and field service infrastructure in order to meet delivery and production schedule.
(Commercial Products Group)
CHALLENGE: Implement a P&L turnaround for this division which included design, engineering, development, manufacturing, sales, distribution, and licensing departments.
1999-2003 (Direct report to CEO)
Hired to turn around a division of the company which was responsible for the conversion of Aerospace and Defense related
technologies into commercial business opportunities. This 300 person division had not been profitable since its inception and the
Board had decided to eventually sell this business once it was cleaned up and of value to the market. Developed an
operations rationalization plan involving elimination of unprofitable products and customers, and closure of high cost
assembly operations. Scope of responsibility included engineering, manufacturing, finance, and sales/marketing of 4 business units.
(Smart card technology & manufacturing)
CHALLENGE: Recruited by Board of Directors to operate the publicly held company, evaluate its ability to obtain additional financing, and make recommendations of how to provide the best ROI to shareholders.
1998-1999 (Direct report to Board of Directors)
Hired to avoid a financial crisis by generating cash, reducing debt and re-negotiating loans. “Right sized” company and
streamlined operations, kicked off a very aggressive sales/marketing campaign, and began to execute a strategy for a
turnaround and sale of the company.
Once value and business momentum had been re-established, the Board accepted my recommendation to sell the company to an
entity which already had international distribution in place, and one which was willing to pay a premium for the NASDAQ listing.
Ridgefield Park, NJ
CHALLENGE: Create new product development and sales/service opportunities in North America that would contribute to Samsung Corporate’s goal of becoming a first tier electronics company. Do this by creating a PRODUCT INNOVATION LABORATORY operation composed of multi-nationals, which would lead Samsungs world-wide efforts to create market driven businesses.
1996-1998 (Direct report to President of Samsung US and GM of R&D Korea)
Park Ridge, NJ
(Consumer and Professional electronics)
CHALLENGE: Head up US Business Development, New Product Planning, and Technology Coordination
1990-1996 (Direct report to President of Sony US)
Challenge: Open the SONY DATA RECORDING TECHNOLOGY LABORATORY for Sony R&D
1990-1996 (Direct report to Division GM Sony, Japan)
CHALLENGE: Head up OEM sales and Marketing. P&L responsibility for $167 million division specializing in commodity/brand management of data recording products.
1990-1996 (Direct report to President, Recording Media Products)
San Jose, CA
(Information Systems and Data Storage Products)
CHALLENGE: Turn around a 3-year sales slump, retain support staff, promote existing hardware and software products, and explore new markets for current product offerings.
1988-1990 (Direct report to President/COO)