Sales Development

Demonstrated track record of providing accelerated and sustained

incremental annual new product sales growth for large and mid-sized global

companies. Provide the impact through direct responsibility for building

and directing impactful large multi-department engineering groups and

marketing organizations, through an entrepreneurial mindset, through

identifying, strategizing and executing game changing new product

portfolios and new business concepts, through a honed savvy for leading all

departments and activities associated with new product and new business

unit development and through implementing sound corporate wide new product

development processes. Results: 512% increase in new product sales in five

years. 6.8% increase in gross sales in two years from a single new product.

New medical/surgical device business formed by leveraging meat processing

power tool/knife competence.

As Director of Product Development & Engineering - Core Competencies

Include:

Game Changing New Product and Business Global Sourcing and Manufacturing Plant

Leadership - forming, initiating and Approval - sourcing from Asia and Europe

directing game changing new product and for new and existing products

new business development projects and

movements resulting in profitable growth

Entrepreneurial Mindset / Change Agent - Business Case Development - partner with

track record of spotting and sales, mfg., engineering and legal

commercializing opportunities counsel to build the cases

New Product Development - adept in Global Market Research - all aspects or

directing all aspects from research for new products, including

conceptualization to commercialization voice-of-the customer

Engineering and Quality Department Sustaining & Engineering Systems, Patent

Leader and Organizational Developer - Management and Regulatory Approval

accomplished at building impactful, Process - management of groups and

flexible, resourceful, resilient, individuals responsible for CAD, product

pro-active and engaged engineering data management and regulatory approval

departments. Led engineering staffs of (i.e., UL, NSF, CE). Manage patent

21 with a $2.1M budget process

Marketing Organization Leader - Product Launch and Commercialization -

leadership of new product development lead and participate in strategy

and new business development as director formation, marketing communications and

within marketing customer line reviews

Cross-Functional Team Leadership - Grant Acquisition - lead identifying and

leading on-sight, co-located and virtual acquiring grants for developing and

cross-functional project teams and team accelerating commercialization of new

leaders products and businesses

Project Management - directing Acquisition Pipeline Development and

engineering, manufacturing and marketing Management - for acquisition of

project managers. Concurrent multiple companies to support business unit and

project management strategy initiatives

Stage Gate and Strategy - organization Scouting Plan and Listening Strategy

wide process implementation and overall Execution - for identification of new

leadership. Lead annual NPD strategy and product opportunities and for locating

portfolio management acquisition candidates

Manufacturing Process Development - Metals Processing / Manufacturing

capital equipment and tooling Processes / Metallurgy /

identification, evaluation and Electromechanical Systems / Automation -

installation for new product ramp-up and wide range of competence in these areas

for new manufacturing process

improvement projects

Alliance and Partnership Development - Public Speaking - 40 plus technical and

for new product and process development inspirational talks to audiences of 60

and commercialization and for grant to 300 people. New product strategies at

submission award product line reviews and sales meeting.

Types of Products Developed and Launched

Electromechanical Food Processing Equipment

Professional Contractor and DIY Power Industrial Cutting Tools and Power Tool

and Hand Tools Accessories

Consumer Products Medical Devices - Hand Held and Powered

Surgical Devices and Tools

Food Service and Safety Equipment Aerospace - Landing Gear

Leadership Examples Resulting in Significant Impact to Profitable Annual

Sales Growth

. Leadership (Bettcher Industries) - Led discovery and development of

the company's first powered medical devices and surgical knives for

plastic surgery and human tissue recovery. Leveraged the company's

competence in meat processing for application in the human surgical

field. The magnitude of the opportunity led to the formation of a

separate business, Exsurco Medical, Inc. Formed partnerships with

major related medical device users, a medical industry association and

key surgical opinion leaders. As grant project leader formed the

product concept, the alliances and utilized the company's core

competence to ultimately capture the award of a $1M grant from the

State of Ohio's Third Frontier BioMedical Program. Results to date

include the recent launch of two new surgical devices. Thereafter,

promoted to the corporation's Executive Program based on being

recognized as a key contributor in establishing the business' future

growth.

. Leadership (The M.K. Morse Company) - Initiated and sold the vision of

a new category of new to the world products to all levels of the

corporation. Leveraged universities' and technology leaders'

expertise, prior industry experience and a new emerging materials'

technology to create an innovative line of power tools and cutting

blades. Within four years of conception and two years of launch the

product accounted for 6.8% of total annual corporate sales.

. Leadership (Robert Bosch Tool / Vermont American) - Promoted to

Manager of Product Development. Moved into the new role and led

setting up a corporate wide new product development process,

coordinating the activities of centralized product development, seven

manufacturing plants, marketing, sales and the corporate executive

staff. In four years, change yielded a 31% increase and $24M in annual

new product sales.

PROFESSIONAL EXPERIENCE

Bettcher Industries & Exsurco Medical, Vermilion, Ohio January 2007

to August 2012

Director Product Development (Marketing)

Hired to direct all of the organization's product development

departments, activities and projects and to install and then lead the

corporate wide Stage Gate new product process. Hired also to accelerate

new product sales growth.

New product leadership responsibilities encompassed the business units

of:

. Bettcher Industries, Inc. - food processing (primarily hand held

power tools and blades)

. Bettcher Industries, Inc. - electromechanical food service and food

safety equipment

. Exsurco Medical, Inc. - surgical tools (primarily powered medical

devices and surgical knives)

. Gainco, Inc. - food processing (primarily high speed automation and

weighing systems)

Launched 14 new product projects within five years. Incremental new

product sales account for 51% of the 19% gross sales growth during the

last two years. New product sales were increased 512% and incremental

sales 308%.

Responsibilities:

Directed new product and business opportunity discovery, global market

research, business case development, alliance development, product

development, commercialization and product management activities and

personnel. Directed external innovation activities including discovery

and management of relationships with business incubators, technology

startups and universities. The role also included the discovery of

acquisition opportunities.

Led the formation of each business unit's new product and new technology

plan and portfolio.

The MK Morse Company, Canton, Ohio March

1999 to January 2007

Director of New Product Development (Engineering) and Quality

Hired to build a product development and quality organization capable of

developing new products and entire new product categories that compete

with M.K. Morse's leading competitor in each existing and new category.

Direct report to the President. Engineering department comprised a staff

of 15 and the quality department a staff of three salaried personnel.

Roles encompassed directing and managing the New Product Development,

Manufacturing New Process Development, Quality (through 2004), Industrial

Engineering (through 2002), Metallurgy and Product Test groups. Served on

the corporation's advisory board responsible for strategic business

planning.

Business Typical Responsibilities - Developed, executed and managed new

product strategies and portfolios, product launch strategies,

international and domestic technical sales support, and global sourcing

strategies.

Engineering Typical Responsibilities - Product development; manufacturing

capital selection and implementation; manufacturing technology and

process development and improvement; and quality.

Summary of Accomplishments: see Leadership (The M.K. Morse Company) on

page 2 and below

Product Development and Manufacturing Process Development

Led the development and execution of 11 major new product and new

category development projects. Five of the projects each included

greater than $1M in capital equipment investment. Annual Sales of

individual new products ranged from $400K to $14M. Incremental new

product sales were key contributors to the company's 102% sales growth

over the eight years.

Manufacturing Technology, Quality, and Industrial Engineering

Initiated and led execution of $2.4M in cost reductions through Lean

Manufacturing initiatives. Reduced scrap by 24% and returned goods by

87% in targeted areas. Due to these and other quality initiatives MK

Morse is now a major global competitor in product categories they were

prior minor players in.

Robert Bosch Tool, Louisville, Ky.

March 1993 to March 1999

(Vermont American - Joint Venture Emerson Electric and Robert Bosch Tool)

Manager of Product Development (95 to 99)

Direct report to V.P. of Engineering. Responsible for Product Development

and Design, Sustaining Engineering, Product Testing and Prototype

Development groups. Responsible for the corporation's Patent Portfolio

Management. Total department comprised 21 engineering personnel.

Led strategy development and execution of an annual new product plan

contributing from $17M to $24M in annual sales involving seven Vermont

American manufacturing plants and multiple international suppliers.

Manager of Product Development Lab (93 to 95)

Direct report to the V.P. of Engineering. Group comprised seven,

including engineers and technicians.

BF Goodrich (Cleveland Pneumatic Landing Gear), Cleveland, Ohio November

1987 to March 1993

Senior Engineer / Production Technology Dept. (91 to 93)

Direct report to the V.P. of Production Technology. Accomplishments

included:

- Conceiving, initiating, and directing a major project to automate the

company's chrome plating operation.

- Implementing a shop wide nonconformance reduction campaign. Team

reduced nonconformance rate by 26%.

Test Engineer (87 to 91)

Project leader on airplane landing gear test programs. Conducted dynamic

drop tests simulating landing, life cycle tests, static loads tests,

environmental tests and stress analysis. Wrote extensive computer

software programs for real time test control and data acquisition.

Designed, developed, and installed several automated test systems.

Additional Experience

October 1983 to November 1987

Ridge Tool (Elyria, Ohio) - Sr. Lab Technician

November 1985 to November 1987

Garrett AiResearch (Sandusky, Ohio) - Lab Technician

October 1983 to November 1985

(Jobs were full-time positions held while attending college.)

Part-time Instructor of Engineering / Technology Courses at Kent State

University - 2001 to 2006

EDUCATION

1991 - Bachelors of Science in Mechanical Engineering - Technology

Department / Cleveland State University

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