*****, *****
Management Consulting industry

November 2003 – Present

***** helps small and medium size businesses grow. Physical space and communication requirements, marketing support to secure, service, develop and retain customers and management consulting and strategic planning to ensure you have a clear roadmap to success. We provide the resources to make your vision a reality.

Business Unit Manager
Eaton Electrical
(Public Company; ETN; Electrical/Electronic Manufacturing industry)

2002 — 2003 (1 year )

Eaton Electrical with 2002 sales of $2 billion offers electrical distribution and control products, solutions and services. The Controls Division with 2002 sales of $300 million manufactures components for industrial and commercial markets.; Profit & loss responsibility for a $31 million multi-site business developing and manufacturing photoelectric sensors, inductive proximity sensors and limit switches. Manufacturing locations; Brought in to stabilize and invigorate a divided organization. Employee survey scores ranked in the top 20% of Eaton after the first year.

Achieved record profitability by eliminating duplicate manufacturing support cost between sites and implementing lean manufacturing.

Expanded market window by 50% through aggressive brand labeling with low cost country sources.

President
Vacon Americas
(Privately Held; Electrical/Electronic Manufacturing industry)

May 2000 — December 2001 (1 year 8 months)

Joint venture between Eaton Electrical and Vacon (a Finnish drives manufacturer). Responsible for establishing the organization, processes and physical plant from the ground up. Geographic scope includes North America, Central America and the Caribbean.

Strategic Development Manager
Eaton Electrical
(Public Company; ETN; Electrical/Electronic Manufacturing industry)

1996 — 1999 (3 years )

Profit and loss responsibility for key Eaton Electrical and Power and Control Systems initiatives. Responsible for coordination of Power and Control Systems with Global Sales and Marketing, Electrical Distribution Products and Eaton Electrical headquarters. Reported to the Vice President, Power and Control Systems.

Responsible for the development, launch and realization of a start-up business plan for an industrial drives business.
Established long term strategic direction for existing product lines and business, including the development of business plans for turn-around operations.

Manager, Strategic Planning
Eaton Corporation
(Public Company; ETN; Electrical/Electronic Manufacturing industry)

1995 — 1996 (1 year )

Acquisition and divestiture team leader, and business development responsibility for Eaton Electrical. Reported to Director, Planning and Corporate Development.

Corporate lead on teams creating two joint ventures in China and growth strategy for Eaton Electrical.

Manager, Standard Systems & Products
Eaton-Kenway
(Industrial Automation industry)

1993 — 1995 (2 years )

Profit and loss responsibility for the Standard Systems and Products business unit. Total company responsibility for marketing, communications, research and development and international business development. Reported to the President.

Created business unit from the ground up to a $10 million business in 2 years.
Negotiated Value Added Reseller agreements with North American, European and Far Eastern systems integrators for the sale and licensing of products and technology.

Manager, Installed Systems Operations
Eaton-Kenway
(Industrial Automation industry)

1989 — 1993 (4 years )

Profit and loss responsibility for the Installed Systems Operations business unit. Managed all business with existing accounts. Services ranged from highly engineered modifications of automated systems to spare parts. Reported to the President.

Focused organization on providing software upgrades and equipment replacements to large installed base creating a $25 million high growth, high margin business in a low growth, low margin industry.

Manager, Marketing and Strategic Planning
Eaton-Kenway
(Industrial Automation industry)

1987 — 1989 (2 years )

Responsibility for strategic planning, business development, proposal development, system pricing and marketing. Profit and loss responsibility for customer service. Reported to the President.

University of Virginia - Darden Graduate School of Business Administration
Power & Leadership 2000 — 2000


University of Tennessee-Knoxville - College of Business Administration
Lean Enterprise 1999 — 1999


Center for Creative Leadership
Executive Leadership 1989 — 1989


University of Pennsylvania - The Wharton School
Strategic Planning 1984 — 1984


Boston University - School of Management
MBA , Finance - cum laude, 1978 — 1980


Lehigh University - College of Business and Economics
MS , Marketing , 1972 — 1977

Issaquah Chamber of Commerce - Board Member
Sammamish Chamber of Commerce
Issaquah Kiwanis - past President

I have extensive experience in strategically reengineering businesses with outdated business models and implementing recovery business plans that have created growth and profitability.

* Doubled market share of a factory automation business in 18 months and delivered record margins at lower risk by creating a new pricing model that established a customer centric value proposition.
* Leveraged the competitive advantage of a project based business of a large installed base by building a service business that grew to $25 million in 3 years.
* Created a standard products business in a predominately custom market that achieved $10 million in high margin revenue in 2 years.
* Turned a shrinking business losing money into a profitable growth engine by eliminating most manufacturing and sourcing product an innovative startup in an industry dominated by a few major players.
* Revitalized a stagnant and dysfunctional, but profitable enterprise. Employee surveys scored in the top 20% of all divisions after 12-months, moved all manufacturing to the Mexican plant increasing profitability and increased the market window by 50% through development of brand label relationships with Asian suppliers.
* Created successful joint ventures with European and Asian businesses.
* Worked with Michael Porter and the Monitor Group as the corporate subject matter expert in an enterprise wide strategic planning initiative.
* Provided counsel to C-level executives as a senior manager in a variety of corporate staff positions in finance, business development and strategic planning.

Having run five businesses through my career, I am extremely sensitive to the realities of implementing change within an organization, the risk involved and the need to produce results. In his consulting practice, he marries the real world experience with the new vision to create high value strategies for his clients.

******* Core Beliefs:**

Through my experience in transforming businesses in distress, I have developed some core beliefs on managing dramatic change:

* Incumbent management usually knows what has to be done, but lacks the confidence and resolve to take action without external confirmation and support.
* You cannot evolve incrementally out of disaster, revolutionary action or a sea change approach tempered by pragmatism is required.
* There are always parts of a business that are working and they need to be protected and nurtured through the change process.
* Conventional wisdom and sacred cows die hard.
* Consensus building is not a replacement for leadership. The leader needs to identify the people that "get it" and empower them.
* Solutions don't have to be complicated, a back to basics approach will be 90% of the solution.
* Small successes lead to larger successes and good people thrive on success.


******* Industry experience:**

**Industrial Controls**

* Factory automation
* Variable Frequency Drive
* Sensors
* Counters

**OEMs**

* Semiconductor Capital Equip.
* Automotive & Truck
* Material Handling

**Other**

* Defense Electronics
* Recreation Equip & Services
* Home Improvement
* Startups of many varieties