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Work experience

Early Career Experience

New Logic, Inc., Chicago, IL.Vice President of Sales 1996 - 1999

I managed a 10-person sales team and grew product/consulting revenue from $2M/year to $20M/year in 3 years. The company was sold to a West Coast reseller.

James Martin, Inc. Chicago, IL.  Regional Business Development Director 1994 - 1996

I sold IT consulting services, averaging $6M/year as an individual contributor. Recruited to become VP of Sales for New Logic.

Digital Equipment Corporation, Various Locations.  1986 - 1994

Regional Consulting Sales Director

I created a consultative sales program that added $30M in annual revenue. I led a special sales team to close a $100M 5-year data center project.  I left DEC during the Compaq acquisition.

Consulting Manager

I hired and supervised 18 consultants, adding $20M incremental revenue per year. I personally led 20 projects valued at an additional $20M.


I designed and implemented a program to replace IBM, generating $10M in new sales. I acted as an SME for DEC's technology products and implemented hardware and software projects. 

Vice President of Sales

Culligan International - Company Owned Dealer Division

CODD was a $200M division of the global $700M water treatment products manufacturer (Hey Culligan Man!) I headed up a 300+ member North American sales force with 7 Regional Sales Managers and 30 Sales Managers, reporting to the division President. I also managed sales operations, compensation planning, revenue budgeting, quota/territory design, and reported to the Culligan Executive team about sales team performance. After two years a past client enticed me to leave and join his start-up venture.

  • After management eliminated the firm's primary marketing/advertising programs, I developed and launched a sales rep lead generation program that increased self-generated leads from 1 to 3+ leads per rep/week (1,000+ new leads/week) in six months. This program nearly replaced all the lost marketing leads and helped CODD avoid a near-catastrophic revenue loss.
  • Over 80 reps left the company because of the loss of marketing leads. In response, I developed a new hiring plan, on-boarded, and trained 80 sales reps in four months, resulting in a 10% revenue increase per replaced rep ($15M revenue impact).
  • I implemented and customized Oracle CRM, and trained sales personnel to perform lead tracking and pipeline management.
  • I achieved a 25% improvement in CODD branches' monthly revenue ($200K - $500K/branch) by updating the sales process, revising sales forecasting, and using CRM to track sales opportunities.
  • I designed and managed a direct mail program to 125,000 existing customers, increasing replacement sales by $10 million,


Acorn Growth Partners, Inc.

Acorn is a boutique management consulting firm focused on middle market business revenue growth, owned by my former manager. I sell and deliver Sales Management, Sales Enablement, Sales Operations, CRM, and Marketing engagements, like those below.

  • $15M Technology Reseller: I was hired by the CEO to assess the current sales team, perform a detailed business process analysis, install and customize, migrate legacy CRM data, train 15 sales personnel and the executive team, and manage the user adoption process.
  • $35M Coffee Roasting Firm: I was engaged by the CEO to restructure the sales team. I wrote a comprehensive sales strategy targeting 30% year-over-year growth in direct wholesale, grocery, beverage distribution, and online retail sales. I created new business and inside sales teams from the existing sales and customer service personnel. Then I implemented a customized sales process using SugarCRM software, hired a new Sales Director, trained the team, and designed a web-based sales tool for customer sales meetings. I collaborated with the CFO to produce the 2013 revenue budget, sales quotas and a compensation plan.
  • $400M F500 Manufacturing Division: I was hired by the VP of Sales to implement and customize, train 50+ sales and business people, and conduct a follow-up adoption program. I was then brought back to deliver a Phase 2 project to redesign their sales process and perform additional customization. I also advised and trained the executive team and sales managers in sales performance management and sales methodology.
  • $200M F500 Manufacturing Parts Division: The Division President engaged me to design a sales process, lead a formal evaluation of four CRM vendors, and then install and customize I coached the new Sales Director in sales team formation, trained 20 sales and business personnel, and conducted a follow-up adoption program. Finally, I designed and implemented a custom application to produce and track casted part quotes for division OEM customers.
  • $8M IT Consulting Firm: The CEO hired me to assess their business model and create a Go-To-Market strategy incorporating, online content delivery and five marketing campaigns. I advised the firm's senior executives and sales executives on Go-To-Market issues, and conducted sales methodology and training.
  • $15M Staffing Firm: I was retained by the CEO to provide ongoing sales, management and advisory consulting. I redesigned the sales process, created a cold calling and prospecting program, developed a new sales rep onboarding program, and trained 10 sales personnel in sales methodology, CRM, and sales prospecting techniques. Later, I assisted the firm in evaluating and selecting an applicant tracking and recruiting system (ATS) to manage staffing opportunities.
  • Training/Consulting Firm: Hired by the Managing Partner, I designed and developed a Customer "Aftercare" application using Microsoft Dynamics CRM to track student adoption as a follow-up to training workshops. I planned and implemented the Aftercare program for a pilot consulting client over a 6 month period using the CRM application. 

Chief Technology Officer

Information Assurance Corporation

IAC was an early-stage technology firm established to create information assurance products/services for government and the financial services, legal and healthcare industries. I conceived and developed national online systems for 1) state notary commissioning, and 2) electronic document notarization. I was also instrumental in creating business partner and customer relationships with Microsoft, several F100 banks, major law firms, Federal and State governments, and the top 5 US Title Insurance companies. Despite a successful startup, IAC was unable to acquire additional funding during the 2008-10 Recession.

  • I led the product development team that created and implemented the notary applications using hosted Microsoft Dynamics CRM and SharePoint. The team included two external consulting firms and two hosting companies under my supervision.
  • I introduced IAC to Microsoft's Executive Director of e-Government and worked to secure $50,000 cash plus $800,000 in-kind services for product development and prototyping. Later, I negotiated a first-ever sales compensation agreement with Microsoft to pay their sales personnel for per-transaction sales of notary products to corporate customers.
  • I was in charge of product implementation at the firm's first government customer, the State of Delaware Department of State, where we installed the first electronic Notary commissioning/credentialing system using SMART cards in the U.S.
  • I wrote a patent application and design for a method of secure credentialing and linking documents to systems and people using IPV6 TCP/IP Internet addresses. 

Director of Sales Operations

Cendant Corporate Travel Solutions (Orbitz)

CCTS (now Orbitz for Business) was an online corporate travel agency and software firm with $60M in net revenues and 275 employees.  I was hired by the EVP of Sales to integrate two sales teams, restructure sales processes and systems, and create territories, revenue budgets, and quotas. I also managed 5 Sales Engineers. My efforts were instrumental in growing revenues from $3M to $15M per quarter and gross annual travel bookings to $2B in less than two years. The key tactics I used to do this were:

  • I implemented Salesforce.comCRM for 75 sales personnel, customer service reps, and the Marketing department, and worked with Marketing to create entirely new market messaging, website and sales collateral.
  • I developed and executed a lead generation program using Internet ads, e-mail, direct mail and telemarketing resulting in 600+ new sales leads per month.
  • By implementing and enforcing a new sales process using the CustomerCentric SellingTM sales methodology, I reduced average sales cycle times from 6 months to 60 days and increased pipeline opportunities per rep from 3 to 8 deals/month.
  • I acted as a "Pursuit Manager" to plan, orchestrate, and lead sales calls for 4 to 6 sales opportunities per month, and helped close $15M in new business using the new processes.
  • I was recruited away from CCTS by Culligan International to head up their company-owned dealer sales team. 

Managing Partner

Portico Technology Partners, LLC

Portico was a software firm providing technology products and services to manufacturing companies.  I co-founded the company and was responsible for business operations, fund raising, business development and product development. I sold the company to the investor after deciding to go back to corporate life.

  • I obtained $500K in venture capital funding to support business startup and product commercialization, and generated $1M in revenue during the first year of operations.
  • I designed and launched a lean manufacturing software tool for a $1.5B office equipment manufacturer, helping them to achieve a One Sigma production quality improvement. We received a U.S. patent for the product design.
  • I acquired and integrated a 3rd party manufacturing software business to secure $400K/year in additional annual revenue.

Vice President of Sales

FreeDrive, Inc.

Freedrive was an online provider of managed online data storage services for 17 million global consumers and 40 small and medium-sized business clients. I was hired to lead a B2B Sales team of 10 sales executives. I replaced 4 sales executives and recruited six additional sales executives. Then I designed a new sales process using Solution SellingTM and Oracle OnDemand CRM, and closed deals with 20 new customers in six months. This generated $6M in incremental annual revenue. The company was sold to a west-coast investor, and I used my knowledge of the product to start an entrepreneurial venture, Portico Technology Partners. 


Managing Partner


Whitman-Hart was a $1B Information Technology consulting firm that merged in 2000 with U.S. Web to form marchFIRST. I was hired as a member of the CEO's executive staff. I was responsible for sales team restructuring programs in four branches, where I increased quarterly sales revenue by $10M per office.  I also launched two "Greenfield" branches, generating $6M/year per branch by managing the sales teams, implementing a sales methodology and training/mentoring Practice Leaders in business development skills/techniques.  I identified and led a joint venture with a 3rd party partner firm that created $100M+ in incremental pipeline deals. Subsequently, I ran projects to build an Internet-based distribution business for Ingersoll-Rand, and a virtual online transmission control center for a consortium of Utilities. I was recruited to leave marchFIRST by my former boss at New Logic. 



University of Iowa