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Title:Japanese Lead Linguist / Vendor Manager
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Kevin McGourty Resume
Kevin McGourty
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*****@*********.***
Senior
Executive
Armed
with a blend of marketing and technical skills, I am uniquely positioned by both
experience and talent to give overall direction and leadership to those
functional arenas critical to the success of business ventures: business and
marketing strategy; new product and technology development.
A
seasoned, charismatic professional with a solid background in technology,
marketing and a proven record of guiding products from concept to market, I have
the personal communication skills and leadership ability to move others to
action at all levels of an organization. I
offer a history of combining the fresh ideas, vision, energy and personal
commitment of the entrepreneur with the foresight, fortitude and management
capabilities of the professional executive.
October
1999
to PresentPresident
& CEO
StickyJam.com,
Inc
.
Formally
incorporated in January of 2000, the startup began as a business-to-consumer
(B2C) musical recreation Internet company.
Soon after incorporation, it became clear that the marketing and
infrastructure to implement a live collaborative music service would require
significant resources. Though the
concept was well received, the glut of existing e-music related businesses
combined with the drying up of capital resources for funding
business-to-consumer ventures, made funding virtually impossible.
My
efforts at StickyJam provide me hands-on experience with new concepts and
technologies related to digital products, e-marketing and e-business solutions.
Today, StickyJam is a management
consulting company providing clients with new product
development and management expertise to
help grow the clients business and achieve market dominance in their segment.
The primary focus of StickyJam is Internet technologies including control at
distance (embedded TCP/IP) and e-marketing solutions.
June
1996
to September 1999Vice
President Marketing and Sales
Alcea
Corporation, Paso Robles, CA
In
1996
Alcea Corporation, a two-year-old bootstrapped developer of specialty niche
printer and display products, launched its initial product with sales of
approximately $15K per month. In
the early stages of developing its second product, I joined the four-member
family business to implement marketing and sales.
Working
with a limited budget and no support staff, I successfully launched the new
product through a combination of vertical advertising, direct marketing, public
relations, product publicity and vertical trade shows.
Two OEM distribution
arrangements resulted, representing a revenue opportunity of over $1.2 million.
The product is currently being produced under OEM royalty agreement.
In
mid 1998, the company begin providing consulting services in the areas of
product development and planning The
consulting work provided me an opportunity to develop knowledge and skills
related to Internet technologies and e-business prompting me to leave the family
business in September 1999 to pursue and found
an Internet startup business.
January
84
to May 96Varitronic
Systems, Inc
. Minneapolis, MN
With
more than $56 million in revenue, Varitronic Systems (formerly trading on NASDAQ
as VRSY, now a subsidiary of WH Brady of Milwaukee) maintains its leadership in
manufacturing and marketing innovative printer products and solutions to
business presentation, industrial labeling and signage markets.
The sixth employee to join the startup and a key player in building the
company from $0 revenues to over $56 million, I served in a variety of senior management
roles including strategic and business planning,
marketing, operations, research & development and engineering.
1990
to May 1996 (Varitronic
Systems, Inc
.)
Vice
President Product Planning
At
the end of 1989, following a drop in sales from $52 million to under $40
million, the company initiated a corporate-wide restructuring and a 20% staff
reduction. Evident by the
disastrous financial results of the last major product introduction and an
absence of new products in the development cycle, the product planning process
required re-engineering. In my new
role as Vice President of Product Planning,
I developed and managed the new product planning process, acquired new products
and technologies through strategic partnerships and directed product management
and market research.
I
re-engineered the product planning process, adding robustness, continuity and
metrics. The new process generated a rich flow of product concepts
with a systematic approach to screening and a product requirement process to
clearly define market and end-user requirements.
The company launched four major products over the next five years and
increased revenues from $36 million to $56 million.
When I left the company in 1996, three new product lines were under
development. WH Brady ultimately
assimilated these products into their product mix.
A major casualty of the corporate
restructuring, product management
lost four of its five senior managers including its director. Undervalued and in
conflict with the core sales and marketing organization, I
rebuilt the team, focusing its resources on providing effective and useful
marketing functions including product line sales forecasting, product life
planning, market analysis, customer satisfaction studies and new product
planning. After establishing
initial acceptance, I won the support of the organization and brought on a
seasoned marketing professional as its director, re-establishing a permanent and
productive product management function.
Product managers assumed the new role of product champions responsible
for creating, executing and managing product marketing plans, and taking the
lead role in launching new products.
When I decided to focus on new responsibilities, the Senior VP of Sales
and Marketing welcomed the very effective product management function into his
organization.
In 1993, my new focus involved scanning
the business horizon in search of new market opportunities, products, ideas and
developing new business partnerships.
Implementing a sales and marketing strategy to identify and pursue
business partnerships worldwide, I gained entry into top US and Japanese
development facilities, including 3M and Fuji Film, and access to
state-of-the-art technology.
More than $10 million in annual revenues resulted through these outside
business relationships and joint development ventures.
An OEM relationship with a major printer manufacturer provided entry into
new markets with estimated revenues of $7 million per year. WH Brady ultimately
eliminated the product line due to
intra-divisional overlap.
Interim
VP
Operations (
Varitronic Systems, Inc.)
.
Kevin McGourty has done an absolutely outstanding job as our interim Vice
President
of Operations I am
personally very grateful to Kevin for taking on an extremely difficult
assignment. Scott
Drill, CEO and Chairman, Varitronic Systems, Inc.
November 22, 1994
In spring
of 1994 the operation group
struggled to ship quality products and failed to launch a potential
multi-million dollar product line. The
company faced losing $8 million in current sales for the quarter, and lost
market and revenue opportunity for each day the new product was delayed.
Given total management responsibility,
I led the 130-person operations group through a recovery program.
Methodically
focusing on the top revenue opportunities
while placing new and speculative business on hold, I addressed the
manufacturing and quality issues on existing products to fill the current and
backlog sales orders.
Within 45 days, operations shipped backlog items contributing more than
$5 million in revenue for the quarter.
I
created a tiger team to reengineer and re-launch the failed product line.
We also faced a potential $5 million tooling and inventory write-off
because of prior managements decision to proceed with manufacturing before
qualifying the design.
The product re-launched within six months, contributing more than $7
million in revenue between backlogs and future sales for the remainder of the
fiscal year while salvaging $3.5 million of production inventory and tooling.
Confidence
and credibility within operations needed re-building. I personally
coached and motivated employees throughout the operations group, providing me
with a hands-on understanding of the manufacturing and quality issues while
guiding the troops through the recovery program.
During my tenure, staffing remained constant.
The collective success of the team built confidence and boosted morale,
contributing to the companys success.
1986
to 1990
(Varitronic Systems, Inc
.)
Vice
President Research & Development
Reporting
to the Chief Operating Officer, I led a
skunk works team of internal and external developers and manufacturers to create
a revolutionary new product based on leading edge technology. Met with initial market
resistance and skepticism from the
marketing and sales team, I understood the advantages of the new technology and
clearly envisioned new emerging market opportunities. Sharing my vision with the CEO &
COO, I secured funding
and autonomy for the project.
Within two years of its introduction, the companys revenue more than
doubled, from $19 million to $44 million, catching the competition off guard and
catapulting us to market leadership. The
new product virtually replaced our original machines sales, which a year
prior had achieved 60% growth in revenues.
Growing
and expanding the R&D capability became my next executive challenge.
Research and Development temporarily located on the Central Coast of
California to be close to our outside development team during the previous
development project. I relocated
the R&D group to San Diego to access a stronger talent pool and better
transportation infrastructure.
Selecting
an R&D site in San Diegos premier high-tech area Sorrento Ridge, I
created an environment that facilitated creative thinking and productivity,
while maintaining linkage with the corporate identity and mission.
In addition to my eight direct reports, I established a network of
development consultants and outside resources to support the R&D effort.
In the three years the facility operated, we developed four new products
enabling the company to grow to $52 million by year six.
One of the products spun off to create a new company called Insignia
Systems, Inc., achieving $12 million in revenue by its third year of sales.
1984
to 1986
(Varitronic Systems,
Inc
.)
Director
Engineering
Joining
the startup company as its sixth employee, I launched the inaugural product and
created the engineering function and infrastructure.
Developed by an outside design team with final manufacturing in Japan, I
traveled back and forth to Japan over six times in 1984 to resolve final
production issues and negotiate final contracts and costs.
The product launched on time, providing $8 million in sales the first
year, and $18 million the next year, before being replaced by our new product
introduction.
I created internal capability and resources for software, electrical and
mechanical design, drafting, documentation and technical service.
The majority of my initial hires were ultimately promoted to key
technical and management positions, as the company grew to over 200 employees.
1982
to 1984Electronic Design Engineer
Addington
Solid State Products, Division of Eaton Corporation, Sunnyvale CA
Addington
Solid State Products designed and manufactured commercial and defense microwave
components and subsystems including voltage controlled oscillators, digitally
tuned YIG filters and frequency synthesizers.
My duties included designing digital and analog control systems, test
suites as well as project management.
1979
to 1982Electronic
Engineer
GTE Sylvania Systems Group, Western
Division, Mountain View, CA
The
2000 plus employee campus designed military and commercial electronic systems
including mobile communication jamming systems, electronic warfare and counter
measure systems. I designed
digital, analog and computer control subsystems.
Education:
BS
:
California Polytechnic State University,
San Luis Obispo, 1979
Major: Electronic Engineering
Graduate
University of Santa
Clara, CA
Studies:
Engineering and Business Management
Continuing
Education:
University of California,
at
San Diego; San Diego State University; University of Wisconsin; Babson
College,
MA.
Fast Trac II Entrepreneurial
Development and Training, Foundation for Enterprise Development, San
Diego, CA; Channel Marketing Excellence, Technology Channels Group,
Pleasanton, CA; Software Sales VP Forum Software Success/United
Communications Group, Santa Clara, CA.
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