Sales Manager

Executive Resume

David A Smith

**** ******* ****** ****, **********, PA 18902-9414

Phone: 770-***-**** Email: ************@*****.***

Leadership Profile

Profit & Loss Development, Mergers & Acquisitions, Turnaround Failing Operations, Business

Growth, Risk Management, Customer & Network Relations, Vision & Roadmaps, Team

Leadership

Respected leader o ffering more than 25 years of experience rebalancing failing operations, spearheading mergers

and acquisitions, and developing business strategies that support profitable company plans. Grew revenues 120%

while leading EMS through organizational restructure, business development, and competitive bidding. Offers

background in manufacturing, wireless communications, and military industries. Secured $800 milli on DoD

production contract for SenSyTech by redirecting technology focus and building networking connections.

Impressive ability to create vision, communicate priorities, and deliver solutions while increasing revenue and

producing high-quality results. Generated $5 million in new contracts for Metal Storm with implementation of

aggressive marketing strategy and operations relocation. Talent for increasing sustainable revenue including $6

million for Optellios, $100 million for E MS, and $5 million for Metal Storm through vision, leadership, business

and team development. Expertise capitalizing mergers and acquisitions environments including resource inventory

and allocation, development strategies, branding, sales, and talent management.

Professional Experience

Optellios, Inc.

Newtown, PA

President & Chief Executive Officer

2010 to Present

Advanced to CEO role focused on leading and managing company including restructure and reassembly of

technology team. Resolved long-term patent infringement litigation. Created sales and marketing department roles

and responsibilities, selected personnel, and developed global sales strategies. Released new business model that

included large reseller campaigns while moving away from 1st tier direct sales model. Innovated t echnology

platforms supporting next generation and leading-edge solutions.

Leadership

Generated $6 million in revenue in 2012 with 60% gross margins by implementing international sales,

hiring senior directors, and clearly communicating vision, goals, and employee expectations. Revenue growth

included $900,000 in 2010, $4.3 million in 2011, and $6 million in 2012.

Grew international sales to 50% of revenue increasing company awareness and personnel expertise from 10 to

25 employees including hiring engineering PhDs to support expertise needs.

Strategic Partnerships

Cultivated and secured national reseller relationships and

agreements with 4 large global security and petrochemical

integrators.

Nurtured and solidified Perimeter Security Company global

OEM agreement ensuring long-term business relationships

and increased revenue.

Received 2012, industry recognition for Optellios as one of

the “Fastest Growing Future 50 Companies” by Smart CEO.

DAVID SMITH Page 2

Defense and Space Systems Division of EMS Technologies (Now Honeywell)

Norcross, GA

Senior Vice President and General Manager

2007 to 2010

Selected to lead, manage, and grow division into larger organization including P&L responsibility for $100 million.

Issued vision and business strategy including adding sales and marketing structures and plans. Restructured

operations department to streamline supply chain management and channel distribution with “all hands meetings” to

openly discuss structure changes and strategic plans. Implemented metrics program to increase expectation

measurements and assessments ensuring continuous improvements. Supported Honeywell’s acquisition of EMS

Technologies.

Vision & Growth

Grew divisional revenues 120% from $45 million

(2007) $78 million (2008) to $100 million (2009)

in 3 years while delivering 30% year-on-year growth

by restructuring the division based on functionality,

creating 15-member business development team,

and implementing structured bidding process.

Increased EBITDA sales to 11% (2009) from 9.5%

(2008) and 7.5% (2007) by reducing cost of goods

sold more than 25%, resulting in revenue growth.

Improved contract closures 72 large contracts in

2007 an upsurge from 23 contracts in 2006 by

supporting new business development team with

aggressive growth goals.

Enhanced division business model to thriving

defense contractor creating manufacturing

outcomes with quantities in the 1,000 of units.

Previous stagnant model only manufactured 10s

of units.

Metal Storm

Brisbane, AUS / Arlington, VA

Chief Executive Officer and Managing Director

2005 to 2006

Recruited to command P&L from original founder

after company was shut down by Australian Securities Exchange (ASX) and deemed “ not-a-going-concern.” Moved

headquarters to United States, generated revenues, and achieved ASX re-instatement. Replaced senior staff, targeted

specific business opportunities, and conducted planned technology demonstrations and education events with

industry thought leaders and decision makers. Won key research and development contracts to fun d continuous

product development efforts. Recruited senior business development personnel.

Sustainable Revenue

Grew revenues to $5 million from -$10 million in venture capital burn by relocating operations, creating

aggressive marketing strategies, and winning substantial contracts.

Negotiated special progress payments for multiple research and development contracts creating necessary cash

flow for organization and instrumental for reestablishing Australian Stock Exchange (ASX) trading.

Identified and negotiated venture capitalist term-sheet funding for $10 million with two American providers by

cultivating relationships and communicating company vision.

DAVID SMITH Page 3

SenSyTech, Inc.

Newington, VA

President and Chief Operating Officer

2002 to 2005

Joined executive team to charter new acquisition and restructure $ 16 million organization out of bankruptcy.

Responsible for strategic plans, P&L, operations, and key relationship development. Formulated strong affiliation

with congressman Jack Murtha of Pennsylvania due to construction and operation of three district manufacturing

facilities. Assembled executive team including addition of vice president of operations and hired team of

manufacturing engineers and supervisors.

Vision & Leadership

Grew revenues from $16 million to $68 million through grassroots efforts by redirecting product and

technology focus and reorganizing sales and marketing departments and efforts.

Secured $20 million in funding through secondary offering to increase operational ca pabilities through investor

education efforts regarding company potential and revenue generating opportunities.

Directed and assisted with hiring of 450 employees by leading and managing construction of three state -of-the-

art manufacturing facilities in So uthwestern Pennsylvania totaling 230,000 square feet, resulting in streamlined

and faster production results.

Acquired $35 million in supplemental funding for Torpedo Countermeasure Program, resulting in winning

seven-year, $800M contract with U.S. Navy focused on design and manufacturing o f Torpedo Countermeasure

Systems.

Supported company acquisition by ARGON, Inc. in a reverse triangular merger subsequently known as

ARGON ST.

Quixote Corporation

Chicago. IL

Group President–Technology Group

1999 to 2002

Enthusiastically joined leadership team to manage $5 million

technology group including P&L responsibilities. Acquired three

companies integrating them into a synergistic technology

division. Implemented efficiencies and policies that quickly

generated cost savings.

Influence & Support

Applied aggressive systems product development initiative the immediately provided capabilities for the State

and Federal Departments of Transportation. Created company dedicated to service needs.

Increased unit revenues from $5 million to $11 million––historic company revenue high––by implementing

strategy plans that provided new traffic management systems to be sold as stand -alone units.

Grew revenues four consecutive years from $11 million (1999) to $17 million (2000 ) to $34 million (2001) to

$45 million (2002) by spearheading three acquisitions that quickly enhanced capabilities.

Restructured manufacturing to streamline acquisition integration and initiate manufacturing expertise

facilitating significant production increases while decreasing manufacturing costs.

Increased international business 30% through channel distribution and redirection of additional capacity moving

to system integration model.

Supported stock price improvement activities raising stock from $9 p er share to $23+ per share helping

company rating as “Top 100” for rising technology companies by Forbes Magazine.

Additional Experience

Amphenol Incorporated, Sidney, New York

Executive Vice President of Operations, 1996 to 1999

Managed 5 manufacturing operations with 3,500 employees through 9 business units for Amphenol’s North

American Electronic Connector manufacturing facilities a nd distribution businesses. Oversaw P&L of $575 million.

Designed and implemented the strategic start -up assembly operations with 250 employees in Nogales, Mexico.

DAVID SMITH Page 4

General Electric Company, Syracuse, NY

Senior Program Manager, 1982 to1996

Led and managed direct reports and 900 employees including design, systems, electrical, material and quality

engineers, software programmers, financial analysts, purchasing agents, and subcontract management teams focused

on the establishment of program plans, budgets, schedules and negotiations consistent with contract and technical

requirements for the SEAWOLF AN/BSY-2 $1.6 billion program. Delivered on schedule and on cost.

United States Navy, Naval Aviation (Pilot)

Naval Commander – Squadron Executive & Commanding Officer

1975 to 1982 ~ Active Duty, 1982 to 1996 Active reserve

Education

● University of Pittsburgh, Entrepreneurial Fellow, 2001

● Syracuse University, Masters of Business Administration, 1986

● United States Naval Academy, Bachelor of Science, Engineering, 1975

Professional Development

● Senior Manager / Financial Manager / Manufacturing Manager Programs, General Electric, 1983–1998

Honors, Awards, or Special Recognition

● “Fastest Growing (Future 50) Companies”, Optellios Smart CEO, 2012

● “Top 100 Rising Technologies Companies”, Quixote Corporation, Forbes Magazine, 2001

Community Organizations/Activities

● Member, Board of Directors, American Electronics Association, 2007 –2009

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