Frank Murch

**** ******** ******, ***** ** ****1

760-***-****: abli6a@r.postjobfree.com

MARKETING / GENERAL MANAGEMENT PROFILE

Broad leadership background of over 20 years with consistent successes in

highly challenging industry/markets/corporate environments. Turned around

cost center into profit center, managing staffs across continents in matrix

environment. International business management acumen with proven ability

to lead international subsidiary. Succeeded where no predecessor has been

successful in position at the heart of conflict and problems (Service) with

record of avoiding bad reputation problems for employer. Extensive

experience delivering presentations to audiences of up to 2,000 and (ghost)

writing technical journal articles published in US, UK, Germany, China and

Japan and opinion pieces in trade publications. Highly computer proficient.

Hold MBA in Marketing. Available for international travel and relocation.

Language: Japanese. Record of achievements in:

. Competitive Advantage

. Product (re) Launch

. Strategic Alliances

. Product Management

. Team Leadership

. Team Cohesion

. Project Management

. Competitive Contract Awards

. Strategic Market Management

. Sales Training

. Employee Development

. Market Research & Analysis

. Conflict Resolution

. Media Management

. Turnarounds

Performance review excerpts:

Performance review excerpts:

"Frank managed a very effective and intense product training program. The

feedback on the show and training was the best Asymtek ever achieved

"The feedback from Transtec was that it was the best training they ever

received from a principle."

"Frank is very productive with his teams, even in understaffed situations."

"Frank resolves issues quickly and on a positive note...His team respects

his management style and follows his lead."

"Frank sets high expectations and the quality of the work his team produces

is a reflection of himself. He supports his workgroup very well, and is

looked to for counsel when problems arise."

"He has had an impact at reducing the "hot list" down to a few issues."

Professional ExperiencE

Heraeus, Inc. - Conshohocken, PA 2008 to 2010

$15 billion precious metals company; multinational manufacturer of

electronic materials for SMT, component, and hybrid industries with staff

of 100, servicing customers such as Motorola, Murata, Kamaya, and AVX.

Director of Marketing and Sales

Running the Assembly Materials division selling solder paste, silver

adhesives, spheres, fluxes and other materials. 14 rep firms and 4 direct

sales people. Managed the reorganization of the sales and marketing

force. This company has just been through a major layoff and turn around.

I pulled the division out of the red in 16 months in a bad economy. The

factory was closed and moved to Asia.

4 Ablestik -- Rancho Dominguez, CA 2007 to 2008

World leader in die attach adhesives, $200 million international division

of National Starch with 600 employees - specializing semiconductor die

attach materials servicing clients including SPIL ASE, Amkor, and many

others

1 Sr. Director of Marketing

Run the 3 Integrated Business Teams (IBTs) that are the core of the

company's business

Ran Marcom. This position was eliminated with most of the management

staff when Henkel purchased Ablestik.

6 Asymtek, Inc. - a Nordson Company - Carlsbad, CA 1998 to 2007

Recruited by world leader in automated fluid dispensing - $100 million

international division of Nordson ($840 million dispensing company) with

400 employees - specializing semiconductor, surface mount, and

electronics packaging applications, servicing clients including Intel,

AMD, Amkor, NEC, Murata, and Nokia.

1 Director of New Business Development (2/2007 to 10/2008)

Tasked with development of the Flat Panel Display market and other new

markets to promote company growth

2 Director of Technical Service (2002 to 1/2007)

Promoted after 50% of company was laid-off due to down turn and

challenged to transform fragmented and dysfunctional cost center into

profit center. Manage staff worldwide, including 60 direct reports,

matrix, and contract employees. Serve as key point of contact for

conflict escalation resolution for all technical problems and global

account service conflicts.

Key achievements:

. Turned $800K loss into $3,344,672 (2005) profit center on $22,297, 818

(2005) in revenues in 30 months amidst period of financial stress

within industry.

- Consolidated 5 business units, cut staff, and refocused

organization toward revenue

- Restored service group to profitability within 9 months, currently

contributing $2 million to bottom-line.

- Affected change in corporate culture and combined all service areas

into independent unit, serving as catalyst for change in all other

areas.

- Achieved 8% sales increase in Chinese market - from 2% to 10%,

through effective staff training and expanding sales team from 1 to

12 persons.

. Recipient of award from Circuits Assembly for being #1 service

provider (2003, 2004 and 2005) - survey of customer response to

questions about service.

. Maintain record of fewest personnel issues (using inclusive behavior,

reviews, and open communication), fewest unsatisfied customers (due to

FSE's recognition, sharing solutions, and driving repeat issues down

with focused activities inside and outside the factory), least

conflicts (as a result of overall decrease in problems and increase in

recognition), and most money (switching from money-losing efforts to

money-making efforts, resulting in continued bottom-line improvement

for over 3 years).

. Boosted revenue from $8 million to over $22 million by championing

upgrades, service contracts, and repairs, using a series of specific

upgrades and by suggesting "buys".

7 Director of Marketing (1998 to 2002)

Recruited to unify marketing efforts in fragmented environment and

overcome bad reputation of predecessor. Managed staff of 20, including

matrix staff at European and Asian subsidiaries. Focused on sales

training, advertising, trade shows, specification creation, market

studies, intern program and development of lead generation. Managed

advertising trade show and budget of up to $1.5 million. Set pricing and

profitability goals.

Key achievements:

. Established "Product Manager" role - implemented as a standard today -

focused on researching market and creating customer message.

- Defined size, key technology drivers, customers, suppliers, and

past and future trends of dispensing market through phone surveys

among customers, suppliers, and competitors.

- Strategically repositioned products to highlight key feature in

client's decision making while also addressing competitor's

shortcomings, causing near collapse of competitor's business.

- Received numerous awards for best product, achieved repeat magazine

cover exposure, and retargeted press releases to feature key

customer decision making points.

. Designed and delivered company's most effective sales training,

receiving global acclaim - in use today.

- Created unified sales messages by developing sales CD with product

tools and resources and established high-impact expert "classes",

aggressively moving staff through training.

- Delivered $10+ million in increased Nokia machine sales by

orchestrating coordination of key global accounts (Solectron,

Flextronics, Celestica, Nokia), expanding business over different

regional sales people and geographical areas.

. Delivered doubling of sales from $50 million to $100 million through

unified marketing efforts and increasing staff from 5 to 22.

Established many policies and procedures laying foundation for

continued success

8 Universal Instruments - Binghamton, NY 1995 to 1998

(Then) leader in high-end Pick and Place with GSM (General Surface mount

Module) with 15-20% global market share, servicing customers including

IBM, Celestica, AT&T, Philips, Lexmark, $750 million in annual revenues

and 1,600 employees.

9 Product Manager/Dispensing

Recruited to establish GSM-dispensing product team and increase revenues,

reconfiguring GSM into GDM (General Dispensing Module), forming product

group to encourage sales of entire line. Managed all aspects of technical

and business development for company's dispensing business with full P&L

responsibility.

Key achievements:

. Realized profitability by increasing sales from $1 to $12 million

(from 5 machines to 78 a year) within several months, turning around

company's prior trend of losing almost all dispenser sales, ultimately

achieving $4 million net profits annually.

- Built strong team with minimal resources, starting in the red -

originally generated revenue by leveraging existing resources,

cutting costs, and bringing in new sales and maximizing sales from

existing customers, then hiring and developing talent.

- Delivered line breaks in competitor's lines (Fuji, Panasonic,

Siemens, and Philips).

. Achieved considerable trade magazine and press coverage including

cover photos and article placement.

. Overcame pricing pressures by reconfiguring the product and re-

implementation of over-designed and over-prices machine.

. Redefined product offering

. Created competitive advantage in general market by pioneering concept

of using placement heads on dispenser, enabling 100% use of machine's

capacity and lowering customer costs - still in place today. In

addition, served as key player in software and firmware development

changes, resulting in dramatic product performance throughput

increases, increasing GDM's competitiveness.

10 Heraeus, Inc. - Conshohocken, PA 1987 to 1995

$3 billion precious metals company; multinational manufacturer of

electronic materials for SMT, component, and hybrid industries with staff

of 100, servicing customers such as Motorola, Murata, Kamaya, and AVX.

11 International Business Manager (1989 to 1995)

Promoted to solve international business problems - oversaw 8 US-based

representative firms in select Asian and South American markets, handling

some of company's key accounts. Managed product offerings, technical

service support, and selected R&D projects and pricing. Hired, trained,

and supported Sales Engineers and Representatives.

Key achievements:

. Achieved largest single territory sales increase (1994) by (re)

training poorly or unrepresented territories, and largest single

product sales increase in 1992.

. Obtained 75% of rep firms as single person compared to 3 others

sharing 25%.

. Opened South American markets and managed several domestic

territories, improving SMT-segment sales 25%.

. One of few people maintaining positive, productive relationship with

US- and German-based divisions.

12 Division Manager/Japan (1987 to 1989)

Hired because of Japanese language, culture, and business

skills/knowledge to run Japanese subsidiary. Managed sales and technical

support staff of 5. Held P&L responsibility. Coordinated and conducted

sales calls (in Japanese) to most major electronics manufacturers.

Key achievements:

. Realized subsidiary's profitability with total sales of $3 million -

up from $1 million.

. Obtained extensive subsidiary management experience - collaborated

with company's top management in the US and Germany, including Board

of Directors and company president.

. Dissolved 2 dysfunctional joint ventures; One import company structure

aimed at bringing products in the country, which added cost, but no

value, and a sales effort that became redundant.

1

2 Educational Background

MBA Degree in Marketing

California State University, San Marcos, CA

Patent discussions based on results of thesis (market analysis and

business plan for AOI of electronic boards) currently used by VC

companies

1 Master of Science Degree in Software Engineering

Penn State University, Great Valley, PA

2 Signed book deal with Prentice Hall to rewrite thesis: "How to localize

Microsoft Windows for Japanese"

3 Bachelor of Science Degree in Physics and Japanese Studies

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