Peter Mastera


Business Plans / Revenue Growth / Portfolio Management / Product Development & Launch / Market Research / Strategic Alliances / Account Management / Stage-Gate / RFP / Process Improvement

Delivered creative product/technical marketing solutions, built strategic alliances and identified new products/markets, expanding business for mid-sized firms. Managed a line of products with $300M in annual revenue. Collaborated with vendors/partners to establish marketing strategies and drove tactical programs by creating cross-functional teams. Translated market insight into data driven product requirements and direction for gaming/technology sectors. Directed product definition, development, testing and distribution, meeting tight deadlines and strict budgets. Developed and implemented continuous process improvement using Lean Sigma methodologies to shorten time to market and reduce costs.

  • Segmented WMS' products into a product portfolio model to better manage product category profitability
  • Created product roadmap process
  • Created product/revenue projection forecasts, reducing RadiSys' delivery lead-time by four weeks
  • Negotiated sale of obsolete product, recognizing $1.5M over three quarters versus 24 months for RadiSys

Highlighted Achievements

Segmented WMS' products into a product portfolio model to better manage product category profitability.  WMS had classified products according to revenue model; product sale verses revenue sharing.  It was difficult to define and manage products across these two revenue models.  Using a product portfolio management structure, assigned product lines and categories tied to market segmentation rather than revenue modules.  As a result, product development resources, production forecasts, and long term viability of categories were better managed reducing product-planning time by 32%.

Created product roadmap process. Lead a team to create product-based roadmaps.  Collected various components such as platforms, game software, and peripheral equipment, each with their own technology-based roadmaps and developed more comprehensive product-based roadmaps to provide a clearer more long-term product vision.  As a result, the products were better aligned with corporate strategy.

Created product/revenue projection forecasts, reducing delivery lead-time by four weeks. RadiSys operated on a build-to-order basis.  However, standard products were being forecasted. Met with Product Managers/Controller to create monthly forecasting format, ensuring "buffer" stock for most products. Significantly cut delivery lead-time of standard product, increasing inventory accuracy and ability to forecast short-term revenue.

Negotiated sale of obsolete product, recognizing $1.5M over three quarters versus 24 months. RadiSys had long-standing agreement with top customer to continue manufacturing discontinued product, but company was having difficulty securing parts/producing product. Negotiated agreement for customer to accept remaining 300 units in one single delivery versus over two-year period. Obtained two other orders from customer, generating additional $750K.

Work History

Work History
2004 - 2007

Sr. Product Manager

$500M provider of gaming products including mechanical and video slots, and video poker. 

  • Responsible for $300M video gaming machine product line.
  • Conducted both primary market research by direct customer interaction as well as secondary market research to create Market Requirement Documents (MRD).
  • Created Product Requirement Documents (PRD) based on the above market research and lead a review panel to gain consensus. The range of PRD's spanned from new products to incremental updates.
  • Determined product pricing based on competitive analysis and corporate pricing goals.
  • Created customer personas and product positioning statements using the Pragmatic Marketing® Framework.
  • Created a framework for the effectiveness of Product Management by developing business case and financial analysis templates. Set policy for a range of processes such as Stage-Gate® for new product introduction and product obsolescence for end of life considerations.
  • Contributed to annual 3-year planning process for assigned products. Activities include working with Sales on unit forecasts, Product Development on resource allocation, and Purchasing and Finance on product costing forecasts.
  • Created templates for Marketing to develop datasheets and other product collateral.
  • As product management was new to WMS, mentored workers who were promoted within but without product management background.
1999 - 2003

Product Manager

$300M provider of embedded computer platforms and solutions to OEM companies in data and telecom equipment, medical, industrial automation, test and measurement and transaction terminal markets. 

  • Conducted market research, competitive analysis, and interfaced with customers to anticipate market trends.
  • Created product roadmaps targeted to solve unmet market needs.
  • Created MRD's with "go to market" strategies, including pricing, launch plans, and targeted customer lists.
  • Created PRD's to define functional requirements and sought project approval from Product Committee comprising senior management members.
  • Developed strategic alliances with partners to provide a bundled solution of hardware and software.
  • Developed responses to RFP/RFI on customer specific product requests.
  • Performed quarterly gross margin analysis of all products in assigned $60M category.
  • Provided monthly forecast data to manufacturing for standard products and worked with sales on forecasts of customer unique product.
  • Performed SKU rationalization for products.
  • Developed sales and marketing tools such as press releases, positioning presentations, customer presentations, datasheets and whitepapers.
1996 - 1999

Director Electrical Engineering

$900M, provider of gaming products including mechanical and video slots, video poker, and player tracking and accounting systems. 

  • Managed staff of 35 in Engineering, PCB Layout, Harnessing, and Test Lab departments, providing technical direction for next generation gaming platforms.
  • Planned/maintained $4M fiscal budget. Developed department plan to align staff goals with company objectives.
  • Upgraded computer modeling software tools of machines for harness development, reducing dependence on physical prototypes.
  • Created process to facilitate improvements in meeting project schedules.
  • Participated in Product Review Board where a committee reviews project work requests and impact to engineering resources vs. return on investment.
1995 - 1996

Project Manager

  • Oversaw development of spinning of reel-based slot machine products.
  • Led development and launch of company's newest product involving significant share of company's resources.
  • Monitored multiple project progresses and assigned tasks in effort to maintain schedule. Negotiated for project resources.
1994 - 1995

Sr. Firmware Engineer

  • Team Leader in firmware development.
  • Supervised four engineers, facilitated code reviews, trained new engineers, and conducted on-site customer visits to diagnose and correct problems.
1992 - 1994

Firmware Engineer

  • Developed real-time firmware for Intel 8032 microcontroller based stepper motor slot machines utilizing a proprietary operating system.
  • Developed specifications based upon customer supplied information and developed proprietary communication protocols.
1988 - 1992

Claims Appraiser

Guaranty National Insurance

$300M regional non-standard insurance company. 

  • Wrote auto repair estimates using Mitchell repair manuals.
  • Negotiated repair and supplemental repair estimates with auto body shops.
  • Determined total loss value of vehicles and disposed of salvage.
  • Processed small, non-injury claims - from setting up reserves, interviewing parties involved, making settlement and closing the claim.