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An executive who elevates the entire organization by partnering with CEOs, who live in a frenetic, ever changing time, to absorb complexities, bring focus and act with consistency thereby realizing organizational excellence. As a sales, marketing and business development leader, I help CEOs meet extremely aggressive financial goals and regain momentum when growth stalls. During a successful seven-year VP/GM post with a computer telephony integrator, I grew revenues from $25 million to $175 million annually, and inverted a negative EBITDA in 2001 to a positive 21% in 2008. The top marquee cities were closed and awarded: NY, Chicago, and LA. By grabbing people’s attention, getting them focused and putting worries to rest, I eliminate the malaise confronting teams in difficult times. Customers, employees and partners are often skeptical over industry consolidation. By re-architecting a company’s identity with the CEO and ensuring organization wide alignment at every touch point, I successfully merged #1 with #3 while acquiring other players. The firm exceeded all commitments. A swift and sure footed executive, I am able to move easily between 50,000 foot strategies and two foot level complexities putting the company on firm standing. In taking sole responsibility for direct and indirect channels from the CEO, I maintained a consistent strategic posture with 7 dominant partners building barriers to entry protecting 80% of the business, yielding 60% share and two sole source arrangements. On being a member of the executive management team, I build value to achieve recapitalization and exit events by putting into action dynamic systems and advancing leadership at all levels. This combination yields crisp decision making, predictable outcomes and outstanding results. In my last VP/GM post, I helped the CEO facilitate the sale of his privately-owned company to a leading equity firm in 2005 and the second sale to a strategic buyer in 2008.

Work experience

Sep 2001Nov 2008

Seven years at Plant: VP - Sales, Marketing, & Bus Dev; VP/GM - Public Safety; Retained Consultant

PlantCML provides call management and radio dispatch products for emergency call centers, along with notification, Computer Aided Dispatch apps and mapping. Its computer-telephony solutions handle more than 65% of the nation’s E911 calls. As VP/GM and VP Sales, Marketing and Bus Dev, I had P&L authority for the core, public safety business accountable for 150 people and $16M expense budget. The CEO hired me to build a defensible market position and turnaround the company. He challenged me to create a sustainable business, build confidence (based upon results) and make long-term investment decisions – to position the firm for sale. Attaining this goal took vision and execution in sales, products, marketing and services. Delivered return (2002-2004) by growing revenues from $26M to $55M and improving EBITDA by $12M. In May 2005, the founding owners sold the firm to Golden Gate Capital. This sale, a first in Public Safety, presented a second challenge – lead the market and position the firm for a “strategic buyer”. Leveraging the recapitalization, I built a strategic framework for expansion and delivered results. Ensured every part of the ‘supply chain’ worked cohesively to exceed market expectations. Integrated acquired teams and coached leaders to act with highest sense of urgency, integrity and professionalism. Adopted an operating model of customer intimacy exploiting value leadership, by creating a customer segmentation scheme aligned with market standards others could not duplicate. We became expert at our customers’ business and at creating solutions. Customers believed our people would deliver. The firm dominated its market (2005-2008) by all measures: revenue growth from $55 to $175M, 21% EBITDA, doubling market-share growth to 60%, 30% diversified revenue sources, 65% close rates, 70% of primary channel business and sales backlog - committed funnel near 60% of yearly goals. In April 2008 EADS North America purchased PlantCML.
Oct 1997Feb 2001

VP - Sales & Marketing / COO Europe

Networks Telephony Corporation
NTC was formed in April 1997 to capitalize on rapid growth in international long distance, global deregulation and VoIP technology. The company was owned by Infonet, a leading provider of global network services. In late 1997, the CEO hired me to launch this venture, commercialize services and gain sufficient volume to warrant an IPO. NTC targeted Internet and network solutions providers, long distance companies, large businesses and channel partners in 42 countries. As VP/COO I had authority for global business strategy development, marketing, direct/indirect sales, pricing and costing, PR, and strategic alliances with a staff of 9 and budget of $15M. My role was to infuse talent and energy into this entrepreneurial organization, establish demand and distribution and orchestrate a successful global launch. Architected NTC’s market identity and designed unique fulfillment strategies to achieve its mission. Led the effort to craft the plan, its message and go-to-market offerings. Created unique back office tool sets providing a full turn-key operation of co-branded services establishing loyalty and high switching costs. Ensured market, need and product were closely aligned and validated the value proposition. Deployed direct and indirect distribution channels prior to the launch and successfully negotiated contracts with 15 resellers to include: shared risk alliances, franchises or licenses, joint ventures and teaming arrangements. Launched 1st commercial global PC-to-PC phone services over a private IP network (pre-Skype) and generated 300 % quarter over quarter revenue growth during first 12 months. Sales hit an annual run-rate of $3M and we captured our targeted # of early adopters.
Jan 1994Mar 1997

Vice President / GM, Business Sales & Service

GTE/Verizon served its top business users through a $3B nationwide telecom unit. Its mission was to grow share, sales and contribution margin. Products were leading edge voice, data, video and multimedia networks and equipment. Ten divisions were established to consult, engineer, sell, install and maintain end-to-end services. In January 1994, the regional President of CA hired me to merge two failing organizations: a telecom equipment company with a network team. Both needed major overhauls. He challenged me to turnaround this last place division and boost its rank to #1. As VP/GM I assembled a new $200M operation with a $25M expense budget, $7M CAPEX, 15 direct reports and 250 personnel responsible for sales, engineering, project management, call centers, and technicians. Provided cross functional leadership to local phone operations and 3000 technicians. We focused on customers in health care, finance, education, local-state-federal government, e911, and entertainment and service industries. They ranged in complexity from UCLA, Blue Cross, DreamWorks and Bank of America, to State of CA agencies. The turnaround effort needed reconstruction from the ground up. This meant developing new opportunities from anchor customers, non-customers and partners to set our growth path. By refreshing 40% of the team and leadership, we enhanced technical competency, stability and confidence. Through new systems, disciplines and adept resource allocation, people trusted me and got behind the direction I set. Encouraging visible, high energy ‘move and win now’ behaviors and providing freedom to act helped develop leaders with the same attitude in all functions at all levels. Celebrating wins were critical. Transformed division to 1st place in 3 years: • Achieved revenue of $260M (30% growth) • Generated $75M in new business • Exceeded contract quota by $200M • Exceeded 97% customer sat marks • Added 10% margin
Jan 1992Dec 1993

Vice President / GM, Payphone & Wireless Business

GTE/Verizon served it payphone and wireless users through a nationwide $600M business unit. Its mission was to maintain share and grow earnings. Products were street, retail and business payphones and retail phones/pagers with wireless networks. Four divisions were established to sell, install and maintain services. In January 1992, the regional President hired me to revitalize the west division in 4 states: WA, OR, CA, and HI. Complacency had set in. Competitors were pursuing marquee accounts, costs were increasing and wireless needed direction. And, other GTE/Verizon divisions wanted our capital and expense. As VP/GM I had authority for a $250M business, leading a team of 200 people with 8 direct reports, $25M expense budget, and $10M CAPEX budget. Responsible for sales and services; call centers, billing and collection teams with union labor and private contractors for phone and booth repair. Measured by revenue, margin, base contracted, and service metrics. My challenge was to rationalize and protect a mature payphone business and cultivate an embryonic wireless business. Customers ranged from national retail store chains, universities, military bases, oil companies, and hospitals to large truck stops. A ‘call to action’ for the entire team was necessary. We made our case the division’s contribution was valuable to the corporation and its resources not be siphoned off to other ‘growth’ businesses. We portrayed the division’s extraordinary profitability (payphone = bank), with a combination of multi-year contracts, cost reductions and innovative new wireless offerings. The team leaders implemented the programs in late 1992. Won 1993 “Division of the year”: • Re-signed anchor customer long-term contracts protecting 60% of $250M • Reduced costs by 10% ($2.5M) through elimination of unnecessary work • Improved payphone equipment/network gross margin performance to 75% • Produced 25% ($5M) year-to-year growth in paging/wireless services
Jun 1978Dec 1991

First thirteen years at GTE (7 assignments)

Director- Businee Market Strategy (1988-1991) GTE HQ (Irving, TX) Director-Sales & Market Development (1985-1987) GTE Midwest (Indianapolis, IN) Manager-Product Management & Pricing (1983-1984) GTE Midwest Company (Indianapolis, IN) Manager—Enhanced Services (1981-1982) GTE HQ (Stamford, CT) Marketing Associate (1978-1980) GTE Service Corporation (Stamford, CT, San Carlos, CA, & Los Gatos, CA) Marketing Associate Development Program



Master of Business Administration

Graduated with "Cum Laude" Honors.

Bachelor of Science

Graduated with "Summa cum Laude" Honors.