General Manager Vice President

Summary

Over twenty-eight years of successful leadership positions in the Medical products, capital equipment, process equipment and industrial control industries. Extensive background in general management, strategic planning, marketing, sales and product development. Experience leading entrepreneurial organizations and guiding the transition to a growing, profitable, professional organization. Multi-plant international management experience including management of European technology groups.

Experience in integrating acquired companies into growth platforms introducing key lean manufacturing and development processes.

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PROFESSIONAL HISTORY

President, Transformation Management LLC 2011 – Present

Consultant / Managing Partner

Working as a direct employee or as an interim COO, GM, VP to define and implement fundamental sustainable operational and strategic improvements. Proficiency in Operations, Research and Product development, New Product introduction, Acquisition Due Diligence and Integration.

Working for Private Equity Company, P & L responsibility for a $50M medical products company based in the United Kingdom. Worked on site for several months as site manager with P&L responsibility.

Developed and implemented companywide lean conversion leading to a 30% reduction in inventory, 15% improvement in plant profitability.

Staffed key positions within division

Initiated cultural change in operations driving accountability, total associate involvement, fact based management, continued attention to profitability.

Developed an acquisition / integration plan for a competing business.

Efi / VUTEk, Meredith, NH 2009 – 2011

SR VP/ General Manager, VUTEk

P & L responsibility for the VUTEk Super wide Format Print division with operating groups in Meredith, Detroit and San Jose supporting worldwide equipment and consumable sales. This division designs, manufactures, marketing, sells and service high performance super wide print systems and consumables. Super wide capital equipment and Ink are critical to consumer and industrial marketing campaigns. Accomplishments include:

Staffed key positions within the engineering, operations, and quality functions. Reorganized groups creating a sustaining & manufacturing engineering, quality, reliability, strategic supplier departments. Restructured and refocused engineering allowing cross company collaboration that is projected to increase New Product introduction by a factor of 4 over the next 12 months. Notably the changes will result in the first tangible product of an integrated system for the print industry.

Defined and implement profit improvement turn around resulting in a high single digit operating profit within 12 moths and positioning 2X improvement in 2011. This included a lean conversion, implementation of standard work, and development of a performance management system to drive and sustain improvements. Notably this was accomplished while implementing upgrades and enhancements world wide to flag ship installed base.

Efi / VUTEk, Meredith, NH (Cont’d) 2009 – 2011

SR VP/ General Manager, VUTEk

Transitioned a silo-based culture to a performance driven, management by fact, customer focus culture. Instituted a top grading process driving talent allocation improvement throughout the division.

Developed and implement a supply side system including VMI and asset based management processes resulting in a reduction working capital while improving OTD.

Directed a system reliability improvement program improving MTBF by over 100% in 14 months. The resulting savings is projected to increase operating profit by Great than 165% over the next 12 months while recapturing share in high end print segment by >15 pts

Directed a QMS system resulting in supplier and system QPPM improvement. Implementation included a wide range of processed including RC and 8d analysis. Savings from this program is projected to improve Operating Profit by greater than 25%

Collaborated with leadership team in developing a new product process based on Life cycle management incorporating fundamental processes such as Plan of record planning, systems engineering, Core technology development and Horizon product planning. On Product definition a modified Kepner Trego methodology was designed enabling a focused Time to market advantage for the company.

Celerity, Dallas, TX 2007 – 2009

SR VP/ General Manager, Celerity Instruments Division

P & L responsiblility for the Instruments group with divisions in Texas, Germany, California and Japan. This group is a portolio company of TPG engaged in design, manufacturing, marketing, sales and service of high performance gas and liguid delivery process models and critical instruments that are integral to semiconductor, flat panel Diplay, solar manufacturing and other industries requiring high precision process control. Accomplishments include:

Defined and implement a gross margin improvement plan increasing margins from single digits to 42% within 18 month period. This include a lean conversion, implementation of standard work, and development a performance management systems to drive and sustain improvements.

Transitioned culture to a performance driven, management by fact, customer focus culture.

Developed and implement a supply side system including standard work, VMI and inventory pull system resulting in a reduction of $8M in working capital while improving OTD 15 pts to 95%. The resulting performance resulted in a 2-week lead-time for flagship products that is best in class.

Implemented a QMS system resulting in QPPM improvement, as seem from our end customers, of < 1500PPM. Notably this improvement a 8X improvement in our quality output within an 8mth period

Developed a new product strategy to drive market share recapture in the key semiconductor market.

Developed a strategic planning process defining new growth opportunities. Implementation of the key strategies was done through a policy deployment process focusing on 3 key breakthrough objectives

Restructured organization to de- silo while achieving aggressive EBITDA and customer goals.

ADE, division of KLA – Tencor 2006 – 2007

SR VP/ General Manager, ADE Group Westwood, MA and Tucson, AZ

P & L responsiblility for the newly acquired metrologly Company with divisions in Westwood, MA and Tuscon Az. This division was a recent acqusition engaged in design, manufacturing, marketing, sales and service of equipment used for bare wafer metrology.

In collaboration with EBR executive team developed metrology segment strategy taking advantage of KT’s dominate position in optical inspection. This strategy is the basis to drive profitability and share gain for the 32nm node metrology market.

Directed divisional adoption of key business processes including development, strategic planning and deployment.

Rationalized product lines resulting in Profit from Operations improvement of $15M within a 3mth period

Identified and collaborated on the execution of a pricing strategy for optical metrology product line. The result of this effort was to improve profit by 30M per year

Implemented a lean conversion strategy including conversion to standard work, supply side pull system and performance management system. The resulting effort resulted in a lead time reduction from 12mths to < 13 weeks driving top line revenue to 110M and realizing PFO in excess of 65%

Implemented a strategic planning process commensurate with KLA BKM.

Veeco Instruments Inc, Woodbury, NY 2004 - 2006

SR VP and General Manager, Compound Semiconductor Group

P/L responsibility for the MOCVD and MBE divisions of Veeco Instruments with operations located in Saint Paul, MN and Somerset, NJ. $500 million, NASDAQ listed [Veco] capital equipment supplier to the semiconductor industry

Restructured and resized group to meet change in market conditions. Changes resulted in savings of $7M in operating and direct expense.

Directed adoption of key business processes including product development, strategic planning and deployment.

Directed product roadmaps leading to a 50% reduction in COGS over a 9 months period and positioning for a significant share gain in this niche business.

Directed sales and marketing plans driving share gain of 10 – 18% in key geographic markets.

Staffed key technical, marketing, sales and finance positions allow the group to achieve the next level of performance and profitability.

Developed growth strategy to achieve 60% market share over a 24-month period.

Lexington Technology Systems 2003 - 2004

President

LTS is a Massachusetts based firm that provides M & A and consulting services to technology and industrial based corporations in P & L management, product development, operations, strategy and sales and invests with equity investor groups and corporations in screening and targeting acquisitions in the $15 to $100M range. LTS also acts as sole investor in companies in the under $20M range

KLA-TENCOR, San Jose, CA 2001 – 2003

VP/ General Manager, E-Beam Defect Review Division, Bedford, MA

P & L responsiblility for the SEM defect review division of KLA-Tencor. This division was a recent acqusition engaged in design, manufacturing, marketing, sales and service of equipment used for wafer defect review. $2.0 billion, NASDAQ listed [KLAC] capital equipment supplier to the semiconductor industry.

In collaboration with EBR executive team developed line monitor segment strategy taking advantage of KT’s dominate position in optical inspection. This strategy is the basis to drive a 50% market share gain in the next product cycle.

Directed divisional adoption of key business processes including development, strategic planning and deployment.

Consolidated this division in to the San Jose facility allowing for common platform development with inspection and metrology ebeam platforms.

DANAHER CORPORATION, Rochester, NY 1996 – 2001

Vice President, Danaher Motion Group/PacSci

$6.5 billion, NYSE LISTED [DHR] process instrumentation and environmental controls conglomerate operating 200 diverse companies.

Defined and implemented a product life cycle process for drives and controls divisions.

Implement a Merger and Acquisition strategy creating a $900 million motion business for Danaher. Responsibilities included due diligence and product development integration of companies located throughout the US and Europe.

Directed cross company teams and departments leading to implementation of disruptive technologies used in the Segway human transporter and IBOT products.

President, American Sigma Danaher Process Group

Direct reports: seven senior VPs/Directors. Full P&L for Process Instrumentation Company, American Sigma, with $25M in sales and over 150 employees. Directed operations, strategic planning and alliances, staffing and acquisition planning. Defined and led key sales strategies including cost of owner-ship, consultative and team selling.

Collaborated with executive team to establish American Sigma brand in the process and environmental markets.

Directed acquisition teams performing due diligence and integration activities.

Redesigned sales channels through US and Europe leading to a 5% share gain in 18mths

Led organization through critical post acquisition phase including implementation of Danaher business systems; increased sales 10% and operating profit 15% through marketing and sales efficiencies, divisional cross-selling and integration of synergistic product groups.

Defined strategic plan to double sales within three years and increase contribution margin 15%/year; focused on market share growth and consolidation of overlapping product lines from sibling divisions.

Developed and implemented a business plan allowing profit-driven organic revenue growth in excess of 13% per year with operating profit growth exceeding 15%/year.

AMERICAN SIGMA, Rochester, NY 1991 1996

Vice President of Engineering and Operations

Recruited to grow the company through new products in preparation for IPO or acquisition. Supervised all engineering, product development and operations. Privately held $8MM industrial and environmental monitoring instrument manufacturer serving the water and process markets; 60 employees.

Developed and implemented a product, market and sales strategy in collaboration with the President to position the company for an IPO, merger or acquisition.

Defined and implemented a five-year product road map and niche strategic plan; drove a 25%/year growth in sales plus a 15% per year operating margin improvement.

Implemented a toll gate product design process which integrated all functional groups in the definition, design and introduction phases of product development

EDUCATION

MSEE/BE, Rensselaer Polytechnic Institute

BSEE, Northeastern University

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