Manager Sales
Resume:
Bert Tao
Email: *********@********.***
Address: ***** ******** *****
City: Los Gatos
State: CA
Zip: 95032
Country: USA
Phone: 408-***-****
Skill Level: Senior
Salary Range: $220,000
Willing to Relocate
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
Bert Tao
14584 Eastview Drive
Los Gatos, CA 95032
*****@*******.***
408-***-**** mobile
Accomplished executive in the high-tech industry with a consistent track record of accelerating revenue and profit. In public corporations, I have grown divisions by 70% CAGR to over $200M and increased margins by 50 points through cost reductions. In addition, I have taken Series-B start-ups to first-revenue within 2 qtrs and 90% QoQ sustained growth. These achievements have been through proper attention on strategy development and focused execution. For the past 16 years I have held high-level offices including CEO, Senior VP/GM, Senior VP Marketing/Sales, Corporate VP of Strategy/Business Development, and Senior Product Division Director/GM. The first part of my career was in product R&D where I rose to Engineering Director, and then into marketing where I rose to Marketing Director.
AREAS OF STRENGTH
>> STRATEGY
Develop and execute strategies to significantly accelerate market share. Analyzing the future confluence of WW end-market demand and technology trend and proactively build executive-level partnerships with suppliers and customers accordingly.
>> GENERAL MANAGEMENT
Grow/turn-around businesses by focusing execution on key value propositions. Use my broad technical and managerial experience to create motivational environments for individuals and organizations to reach beyond expectations. Have been successful across very disparate cultures (US, Middle East, Asia). My direct reports have been VP/GM`s, VP of Sales, Directors of Strategic Marketing, Directors of Business Development, and indirectly Directors of HR and Finance.
>> CORE SKILLS
Strategic marketing, business development, operations underpinned by a solid engineering background.
SUMMARY OF KEY ACCOMPLISHMENTS -- For details, see Employment History section
>> Senior VP, `09 -`12; Exclara Inc (series B/C); Market: LED Lighting power management
-- By restructuring, building supply/disty chain, and market focus, achieved company`s first revenue within 2 qtrs
leading to $450K/FY10, 90% QoQ growth to $1M/FY11, and $5M-7M forecast/FY12
-- Company sold to TechPro
>> CEO, `08- `09; mSilica Inc (series B); Market: LED TV power management
-- By restructuring, building operations, and market focus, achieved company`s first revenue of $150K/qtr within 3 qtrs
-- I left the company of my own volition and on good terms with BoD.
>> Group VP, `05-`08; Winbond Electronics Corp ($1B public company); Markets: Desktop PC/Notebook PC/Cloud Server
-- Managed a 250-person Computer Business Group (CBG) in several international sites and comprising two distressed product divisions. Turned-around from $105M to $180M while increasing net income from -2% (loss) to +18% (gain).
>> Corp VP, `03-`05; Winbond Electronics Corp; Markets: PC/Networking/Consumer
-- Led cross-divisional development/execution of new product and marketing strategies, resulting in $80M new-product
revenue (30% contribution) on a base of $270M through partnerships with Tier-1 Taiwan OEMs. Markets were Mobile,
VOIP, Digital Camera and PC devices and apps.
>> CEO, `02-`03; Finesse Wireless (pre-series A); Market: Cellular Handset
-- Led development of 5-10x improvement over existing cellular data throughput and established strategic partnership with
largest handset ODM in China.
-- Two term sheets were in final stages when capital markets died.
>> Senior Division Director/GM, `96-`02, National Semiconductor, ($1.5B public company); Markets: see below:
-- As product division general manager, successively started, grew, and turned-around three separate product divisions of up to 150 people in several international sites:
** Cellular Solutions Division - Turned around from zero sales and $30M spend rate to over $65M revenue run-rate and $10M spend rate reduction. Market: cellular handset hardware/apps solutions.
** RF Products Division - Regained #1 WW market share by 30% YOY CAGR to over $200M revenue while adding
14 margin points (to over 60%). Market: cellular handset/infrastructure devices.
** Home Connectivity Division - Restructured a merger of several product lines to launch new CMOS image sensor business. Grew to $5M run-rate in a nascent market. Market: digital camera imagers.
>> Director, 10/94-7/96; Embedded Systems Division, National Semiconductor; Markets: PC/MFP/Cordless/Networking
-- Managed and led marketing, planning, and advanced technology groups to achieve about $100M revenue growth from $220M baseline, 30% from existing markets and 15% from new-product revenue.
EMPLOYMENT HISTORY
>> 3/12 - PRESENT; PRESIDENT, STRATEGY INNOVATIONS
Strategy Innovations is a consultancy that specializes in the development of strategic business and marketing plans for high-tech companies. The focus is on achieving significant revenue returns through market share growth, either within an existing business or by establishing a new one.
>> 9/09 - 1/12; SENIOR VP, MARKETING/SALES, EXCLARA INC
Exclara was in the LED driver IC and power supply market for solid-state lighting (SSL) applications. The product lines included turnkey power supplies for LED outdoor lights and fixtures, and IC`s for LED retrofit lamps. I was recruited by the BoD to develop and execute new strategies for earliest revenue and long-term positioning. Exclara was sold to TechPro, a Hong Kong company.
The company was over 5 years old without sales when I joined. For earliest revenue, I developed and led the execution of a new business plan. These were the key actions I took and the results achieved:
-- KEY ACTIONS: Led major design win and support on strategic OEMs; Shortened supply chain by building a new tactical operation in Taiwan; Created a new small footprint, high-performance consumer product line
-- RESULTS: OEM subsystem costs reduced by 35% (was $30 to $100); Time to certified-production reduced by 50% (was 12-18 months)
> Won 100% share of new street light platform at Everlight (#2 Taiwan OEM) and 100% share of dimmable retail lighting business at Juno (#3 US OEM)
> Achieved first company sales within 6 months; $450K in FY10; 90% QoQ growth to $1M in FY11
> 2H-FY11 design wins at Acuity (#1 in US), Sharp (#2 in Japan), Yamin (#3 in China), Woree (#5 in Korea), Nexus
> (top Tier-2 US) to achieve a $5M-7M forecast in FY12
Other accomplishments: Co-led $10M Series C; Established 6 new channel partners in US, Taiwan, China
>> 8/08 - 6/09; CEO, MSILICA INC
mSilica was in the LED driver IC market for backlight display applications. The products included 8/16 channel LED drivers with superior channel-channel accuracy, self-optimizing current regulation, and T-Conn interface. I was recruited by the BoD after Series B to generate early revenue and build sustainable growth. I left the company of my own volition due to major differences with the founders but on good terms with the BoD, maintaining stability within the company.
The company was over-committed and not yet ready to go to production. These were my key actions/results:
-- KEY ACTIONS: Reduced company scope to focus on the Asia LCD TV market; Exited the Notebook and Monitor markets; Strengthened key OEMs partnerships with increased technical support; Restructured back-end
engineering; Built new Asia supply chain group
-- RESULTS: Reduced time to IC production by 50% (was 8 months); Reduced OEM sub-system cost by 50% (2:1) reduction in parts); Increased OEM end-equipment performance (4x contrast, 3x illumination uniformity, 5x faster regulation)
> Won 100% share in new 47- and 55- LG (#2 WW) LED TV platforms and one of two street light platform with Foxconn (#1 WW)
> Within 3 qtrs of my joining the company, revenue run-rate was $150K/qtr from zero
Other accomplishments: Closed $2M with Foxconn as a Tier-1 strategic investor in re-opened Series B
>> 11/03 - 8/08 ; WINBOND ELECTRONICS CORP (WEC)
-- Group VP, Computer Business Group (Mar`05-Aug`08), WEC
Winbond was a $1B semiconductor company in the PC, consumer, and memory markets. I was promoted to manage the Computer Business Group (CBG) which comprised two P&L divisions -- Desktop Products and Notebook/Server Products, each with several product lines. My direct reports included two VP/GM`s, VP of Sales, Director of Strategic
Marketing, Director of Business Development, and indirectly Directors of HR and Finance. There were over 250 people worldwide in 5 sites: Israel, Taiwan, China, Japan, and the USA. I turned around CBG from a run-rate of $106M to $180M, while increasing net income from -2% (loss) to 18% with these key actions/results:
** DESKTOP PC DIVISION - This division was losing market share in IO/Power Mgt at the time I took over CBG
-- KEY ACTIONS: Increased product introduction rate by 33% (4 vs 3 per year)
-- RESULTS:
> Grew from $61M to $107M while market grew at only 5%; regained #1 WW market share to 45% from 35%
** NOTEBOOK/SERVER DIVISION -- Acquired division from National Semi (NSC) which was incurring -9% income (loss) on $45M
-- KEY ACTIONS:
> Restructured; Changed to lower-cost fabs; Strengthened/established strategic relationships with Dell, HP, Lenovo and partnerships with Quanta (#1 WW), Wistron (#3 WW), Inventec (#4 WW)
> Restructured again to start a new CLOUD SERVER MANAGEMENT PRODUCT LINE for high margin contribution; Led strategic partnership with Dell (#2 WW) to develop a new system management controller; Launched in 1 year
-- RESULTS: 30% product cost reduction; increased product introduction rate by 50% (3 products from 2 per annum)
> Grew Notebook market share from 10% to >30% to became #1 WW
> New Cloud Sever Controller product added $20M run-rate at 50% margin with Dell and Super Micro
> Increased division revenue run-rate to $75M (from $45M) and net income to +18% (from -9% loss)
-- Corporate VP, Strategy and Business Development (Nov`03-Mar`05), WEC
I was recruited by the CEO to develop new growth strategies/drive business development for the consumer and computer business divisions. Led cross-functional execution of new strategies in the Mobile, VOIP, Digital Camera, and PC Products businesses, resulting in $80M incremental revenue (30%) on a base of $270M, through OEM partnerships with VTech, D-Link, and Asus.
>> 7/02-11/03; CEO, FINESSE WIRELESS INC
Finesse Wireless was a 2-year start-up with receiver technology that significantly improved radio sensitivity. Recruited by the founders/BoD to define a strategy/business model and raise capital for a new IC. Utilizing the existing technology, I defined the business and execution plan which targeted cellular handsets.
-- KEY ACTIONS/RESULTS:
> Led development of simulated performance improvement of up to 10x over existing data throughput in cellular handsets using actual field data from AT&T; Established a strategic partnership with CEC Wireless (largest handset ODM in China) as a beta site and first customer
> Although a term sheet was in final stages with Tallwood and Skyworks, failed to raise the next round due to the weak capital market.
>> 10/94-6/02; NATIONAL SEMICONDUCTOR (NSC)
-- Senior Product Division Director/GM (Jul`96-June`02), NSC
I was promoted to product division general manager and successively started, grew, and turned-around three separate product divisions. Comprising up to 150 people worldwide, my direct reports included Directors of Product R&D, Marketing, Applications, Operations, and indirectly Directors of HR, Business Planning and Finance. These are the key actions I took to increase the value of each division:
** CELLULAR SOLUTIONS DIVISION (1 years tenure) - Was at zero revenue with $30M spend rate when I took over. The technologies included RF, power mgt, and baseband processor.
-- KEY ACTIONS: Restructured; Started Microcell, a wholly-owned ODM subsidiary to deliver turn-key handsets; Established a 3-way partnership between Sony/Ericsson, Microcell, and Flextronics
-- RESULTS: Turned around within 16 months to over $65M revenue run-rate, 35% margin (50-point improvement), reduced spend rate by $10M
** RF PRODUCTS DIVISION (2 years tenure) - Was losing market share when I took over; Products included PLL, VCO, and transceiver IC/modules for GSM and CDMA handsets/basestations
-- KEY ACTIONS: Reduced R&D projects; Focused on achieving high-performance products; Accelerated to the next BiCMOS process to reduce product costs
-- RESULTS:
> Increased business in all accounts, especially Siemens, Ericsson, Samsung, Qualcomm, and Sony
> Grew by over 30% YOY CAGR to over $200M revenue, added 14 margin points (to 63%), and regained #1 WW market share
** Home Connectivity Division (2 years tenure) - A merger of digital imaging and broadband communication product lines
-- KEY ACTIONS: Restructured with final focus on CMOS image sensor products for digital cameras and created strategic partnership with Sarnoff Labs
-- RESULTS:
> Led development of new high-performance VGA imaging sensor using standard CMOS fab and new wafer scale packaging
> Grew from zero to $5M revenue in a nascent market
-- Director, Marketing and Strategic Planning, Embedded Systems Division (Oct`94-Jul`96), NSC
I was recruited by the CEO to develop value-added strategies for a $320M product division. My direct reports included WW Strategic Marketing Managers, Manager of System Products Technology, and Marcom Manager. I led the roadmap for advanced technologies and strategic partnership developments which resulted in $100M revenue growth from a $220M baseline -- 30% from existing markets (PC, uC, NVM Memory, Cordless Tel), 15% from new-product revenue in multifunction peripherals and mutli-channel modem processors through new partnerships with HP and Diamond Multimedia.
PRIOR EXPERIENCE
>> Rockwell International
-- Senior Manager, Multimedia Communications business unit
-- Engineering Manager, Audio/Video and RF Products
>> Ecco Industries/Voice Innovations: Co-Founder and Director of Engineering. Sold to International Electronics Corp.
>> Sharp Corporation: Design and Development Engineering Manager, Voice Processing Dept
>> Ford Aerospace: Design and Development Engineer, Missle Systems Dept
>> Hughes Aircraft: Design and Development Engineer, Tactical Display Systems Dept
EDUCATION
>> BSEE, Cornell U, Ithaca, NY
>> MSEE, Cal State U, Long Beach, CA
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