Experience

Trumble Inc.

• United States
• IT Services and IT Consulting
• 1 - 100 Employee

• Director Of Sales & Business Development

  • Mar 2022 - Present

  Greater Detroit Trumble's intelligent manufacturing technology, REVEAL®, cuts manufacturing costs by making your plant floor work smarter. Powered by AI, our cloud-based algorithms seek out sources of variation in the manufacturing process that enables real-time corrective action to prevent line disruptions before they ever happen.



Coherix

• United States
• Automation Machinery Manufacturing
• 1 - 100 Employee

• Director, Business Development / G2M Strategy (Achievements Part 2)

  • 2018 - Mar 2022

  Ann Arbor, Michigan ACHIEVEMENTS CONTINUED PRESENTATION DEVELOPMENT • I was recruited to secure $3M in funding for operations. Over the first 60 days, I created a Use of Funds draft to communicate the purpose of a stock offering to prospective investors. Then, I created a unique offering structure that combined common stock warrants with a structured 2X return Revenue-based Financing program. We approached and presented to investors, achieving the desired $3M investment capital. This facilitated the… Show more ACHIEVEMENTS CONTINUED PRESENTATION DEVELOPMENT • I was recruited to secure $3M in funding for operations. Over the first 60 days, I created a Use of Funds draft to communicate the purpose of a stock offering to prospective investors. Then, I created a unique offering structure that combined common stock warrants with a structured 2X return Revenue-based Financing program. We approached and presented to investors, achieving the desired $3M investment capital. This facilitated the desired expansion and enabled the company to negotiate a more significant $20M raise from PE investors. FINANCE STRATEGY • The CEO charged me to draft a Use of Funds to plan to communicate a Reg A+ stock offering to prospective investors after multiple failed attempts by the company to raise funds. I met with multiple regional team leaders to formulate the plan, and once approved, built collateral for prospective investors. These efforts revealed that the offering was not the ideal capital raising strategy and instead unearthed the need to hire key talent, which aided in identifying the need for the above fundraising plan. NEW MARKET PENETRATION • Due to the COVID-19 crisis, more prospective sales leads needed to be generated by fewer staff. The CEO challenged me to create an incentive strategy to boost EOY sales. Over the next 4 months, I created a sales competition (The Prospecting Challenge), crafted the reward structure, participated in/managed it, and solicited non-standard prospects. These efforts grew sales leads by 60%, which exceeded leadership expectations, and penetrated two new markets (glass and tractor manufacturing). Because of this, I was recognized as Best Prospector by the CEO.

• Director, Corporate Development / G2M Strategy

  • 2018 - Mar 2022

  Ann Arbor, Michigan, United States Director Business Development / G2M Strategy CORPORATE PROFILE: A $20M global leader in 3D machine vision solutions for automation with 65 employees. RESPONSIBILITY PROFILE: Reporting to the CEO with a $20M Growth Capital Goal and five employees with two direct, in my most recent role, I am responsible for developing a network of debt and equity investors to secure capital for short- and long-term financial needs, advising the CEO and Board on strategy and options, and… Show more Director Business Development / G2M Strategy CORPORATE PROFILE: A $20M global leader in 3D machine vision solutions for automation with 65 employees. RESPONSIBILITY PROFILE: Reporting to the CEO with a $20M Growth Capital Goal and five employees with two direct, in my most recent role, I am responsible for developing a network of debt and equity investors to secure capital for short- and long-term financial needs, advising the CEO and Board on strategy and options, and quantifying the total addressable market and business case. ACHIEVED IN THIS ROLE VALUE PROPOSITION DEVELOPMENT • To sell annual subscriptions, the CEO called upon me to quantify the benefits of using APC (autonomous process control) software. Over 90 days, I gathered data concerning each unique assembly process, compared findings to the APC software, and built a business case showcasing cost savings and process improvements. This proved that the product value exceeded its price, and three marquee customers began working collaboratively to improve the accuracy of the business case. This has been applied globally to several other assembly processes. PRESENTATION DEVELOPMENT • I was tasked by the CEO to develop an investor deck to secure potential investors. Over the first 45 days, I gathered and assessed data, and estimated TAM and expected market penetration results. Over the next 60 days, I created the investor deck, built the presentation strategy, and led presentations to PE firms. This secured 3 Term Sheet Proposals and strengthened relationships with investors and other 3rd parties.



Optiflow

• Brazil
• Automation Machinery Manufacturing
• 1 - 100 Employee

• Director Of Business Development

  • 2017 - 2018

  Ann Arbor MI CORPORATE PROFILE: An innovator of designs and end-to-end manufacturing solutions for high-end electro-optical aiming systems with 60 employees. RESPONSIBILITY PROFILE: As Director of Business Development, I reported to the CEO of Ziel Optics with a $3M OPEX, $500K CAPEX, $9.9M Revenue Goal, and 22 employees with 18 direct. I was in charge of establishing a new Assembly Operations location, including complete renovation, creation of Assembly Line 2.0, and hiring 12 new operators. I also… Show more CORPORATE PROFILE: An innovator of designs and end-to-end manufacturing solutions for high-end electro-optical aiming systems with 60 employees. RESPONSIBILITY PROFILE: As Director of Business Development, I reported to the CEO of Ziel Optics with a $3M OPEX, $500K CAPEX, $9.9M Revenue Goal, and 22 employees with 18 direct. I was in charge of establishing a new Assembly Operations location, including complete renovation, creation of Assembly Line 2.0, and hiring 12 new operators. I also launched a fundraising effort to capitalize on the growth phase of the business plan. ACHIEVED IN THIS ROLE MULTI-SITE OPERATIONAL IMPROVEMENT • The CEO called upon me to lead expansion and increase production rates. Over the following 90 days, I identified, negotiated terms, and secured a more significant second site. Then, I recruited contractors to implement the 20-station assembly line, expanded inventory/supply chain, created a test lab, and hired personnel to facilitate the assembly line. Maintaining the existing facility saved $1M, and the new modernized location increased output 8X per week, which enabled renewal with a marquee channel partner in just one year.

• Director Of Operations - Ziel Optics

  • 2016 - 2017

  Ann Arbor MI RESPONSIBILITY PROFILE: Here, I reported to the CEO of Opti-Flow with a $960K OPEX, $200M CAPEX, $1.2M Revenue Goal, and ten employees with eight direct. My duties included day-to-day operations, establishing an assembly line to engineering specifications, purchasing, supply chain, and managing Bill of Materials/hiring initial eight assembly line technicians. ACHIEVED IN THIS ROLE TEAM BUILDING / MENTORING • A new subsidiary of OptiFlow needed an assembly crew for their… Show more RESPONSIBILITY PROFILE: Here, I reported to the CEO of Opti-Flow with a $960K OPEX, $200M CAPEX, $1.2M Revenue Goal, and ten employees with eight direct. My duties included day-to-day operations, establishing an assembly line to engineering specifications, purchasing, supply chain, and managing Bill of Materials/hiring initial eight assembly line technicians. ACHIEVED IN THIS ROLE TEAM BUILDING / MENTORING • A new subsidiary of OptiFlow needed an assembly crew for their product. The CEO tasked me to source, hire, and train candidates to staff this team. Over 45 days, I advertised for the position, conducted interviews, selected the best 8 candidates, onboarded/trained them, and gleaned insight into other plants’ workflows from their previous experience. Of these candidates, two were promoted when this strategy was duplicated for the second assembly line, which accelerated the process. I was then promoted to Director of Business Development as a result.



Egan-Jones

• United States
• Financial Services
• 1 - 100 Employee

• VP of Sales & Marketing

  • 2010 - 2015

  Haverford, Pennsylvania, United States CORPORATE PROFILE: An investment ratings provider. RESPONSIBILITY PROFILE: In my last role with Egan-Jones, I reported to the President and CEO with a $600K OPEX, $50K CAPEX, $1.5M Revenue Goal, and seven employees with six direct. I was responsible for expanding the sales team to grow the subscriber base, increase revenue per subscriber, develop new product/data offerings, and create brand awareness. ACHIEVED IN THIS ROLE PRODUCT DEVELOPMENT • Annual revenue per… Show more CORPORATE PROFILE: An investment ratings provider. RESPONSIBILITY PROFILE: In my last role with Egan-Jones, I reported to the President and CEO with a $600K OPEX, $50K CAPEX, $1.5M Revenue Goal, and seven employees with six direct. I was responsible for expanding the sales team to grow the subscriber base, increase revenue per subscriber, develop new product/data offerings, and create brand awareness. ACHIEVED IN THIS ROLE PRODUCT DEVELOPMENT • Annual revenue per customer was stagnant for 5 years due to price increase pushback, which threatened business growth. The CEO tasked me to reverse trends. Over the next 6 months, I proposed, sourced, and launched a new interactive Ratings-as-a-Service (RaaS) section of the website, which let users generate custom, quantitative reports, then included it in a new, higher-level subscription. Over the next 2 years, this strategy increased renewal rates, grew revenue per customer by ~20%, doubled the company’s brokerage customers, and became a SOP.

• Director of Sales & Marketing – Egan Jones Proxy Services

  • 2003 - 2015

  Haverford, Pennsylvania, United States RESPONSIBILITY PROFILE: In this role, I reported to the President/CEO with a $20K OPEX and two employees with one direct. I was in charge of launching a subsidiary providing web-based proxy research and voting services, expanding the subscriber base, creating brand awareness, and executing a targeted marketing strategy to compliance officers to reposition our product for larger customers. ACHIEVED IN THIS ROLE SERVICES OR PRODUCT OPTIMIZATION / EXPANSION • The President and CEO… Show more RESPONSIBILITY PROFILE: In this role, I reported to the President/CEO with a $20K OPEX and two employees with one direct. I was in charge of launching a subsidiary providing web-based proxy research and voting services, expanding the subscriber base, creating brand awareness, and executing a targeted marketing strategy to compliance officers to reposition our product for larger customers. ACHIEVED IN THIS ROLE SERVICES OR PRODUCT OPTIMIZATION / EXPANSION • The President and CEO called upon me to secure a customer base and sustain operations for new financial services product. I identified initial customers, offered discounted pricing, and learned all key features before rollout. This sustained operations within six months, 2X faster than leadership expectations, and the product increased revenue per client by ~50%. The product received recognition from the GAO as the #2 Proxy service in the US and doubled financial analyst headcounts, securing SEC NRSRO designation. ACHIEVED IN THIS ROLE SERVICES OR PRODUCT OPTIMIZATION / EXPANSION • The President and CEO called upon me to secure a customer base and sustain operations for new financial services product. I identified initial customers, offered discounted pricing, and learned all key features before rollout. This sustained operations within six months, 2X faster than leadership expectations, and the product increased revenue per client by ~50%. The product received recognition from the GAO as the #2 Proxy service in the US and doubled financial analyst headcounts, securing SEC NRSRO designation.

• Senior Account Manager

  • 1996 - 2010

  Haverford, Pennsylvania, United States RESPONSIBILITY PROFILE: When I started for Egan-Jones, I reported to the Director of Sales & Marketing with a $50K OPEX, $450K Revenue Goal, and three employees with two direct. I managed a team dedicated to outreaching for subscriber acquisition, growing the subscriber base, increasing revenue per subscriber, and communicating the company’s unique value proposition. ACHIEVED IN THIS ROLE VALUE PROPOSITION CREATION • For half a decade, no 3rd party verification existed to… Show more RESPONSIBILITY PROFILE: When I started for Egan-Jones, I reported to the Director of Sales & Marketing with a $50K OPEX, $450K Revenue Goal, and three employees with two direct. I managed a team dedicated to outreaching for subscriber acquisition, growing the subscriber base, increasing revenue per subscriber, and communicating the company’s unique value proposition. ACHIEVED IN THIS ROLE VALUE PROPOSITION CREATION • For half a decade, no 3rd party verification existed to validate independent credit ratings, and I was determined to acquire validation. Over 90 days, my team and I sourced and engaged two universities to conduct a 3rd party study, then provided them with context to correctly interpret the results. Received the final report in 6 months, which validated ratings, achieved public recognition, and persuaded larger companies to engage in business with Egan-Jones. This strategy was duplicated three more times in 2011 and 2012 with other universities. GO-TO-MARKET STRATEGY • As leadership desired to penetrate the rating agency market, I was recruited to lead a strategy focused on our customer base growth/retention rather than profit margins and revenue. I created three tiers of access to a subscription model product, ensured the cheapest one was lower in cost than similar services, and provided premium options for upgrade potential. We sold 94 subscriptions (tripling expectations) within the first year and ultimately secured SEC NRSRO status. Within two years, the company was being quoted in news articles and on CNBC.

• Senior Account Manager (ACHIEVEMENTS PART 2)

  • 1996 - 2010

  Haverford, Pennsylvania, United States ACHIEVEMENTS CONTINUED REVENUE / SALES CAPTURE STRATEGY • Because independent credit ratings were a new product in the industry, I discovered that many customers did not have budgetary resources allocated to it. To resolve this, I passed the Series 7 broker’s exam and approached firms to award new customers with research credits for promising to execute investment transactions via the brokerage. This workaround enabled the brokerage firm to provide independent research to willing… Show more ACHIEVEMENTS CONTINUED REVENUE / SALES CAPTURE STRATEGY • Because independent credit ratings were a new product in the industry, I discovered that many customers did not have budgetary resources allocated to it. To resolve this, I passed the Series 7 broker’s exam and approached firms to award new customers with research credits for promising to execute investment transactions via the brokerage. This workaround enabled the brokerage firm to provide independent research to willing firms, which secured more customers who wouldn’t have otherwise been able to afford the service. This payment strategy contributed to an over 30% long-term gain in business and was later replicated to sell Proxy research. PRODUCT DEVELOPMENT • For ~5 years, retaining clients was not a high priority, frustrating leadership. Investigation revealed that customizing data service aspects would simplify usage and improve customer retention. Within two weeks, I built and introduced a new product (the enhanced portfolio monitor), which delivered a report tailored to the customer’s holdings with integrated market pricing data and alert services. This product was sold a la carte at a minimum of $5K, which elevated revenue per customer by 25-40% per year and improved customer retention by 50%. BRANDING DEVELOPMENT / STRATEGY • Competitors were gaining market share with new services, so I set out to reposition from a project-oriented risk analysis firm to a ratings agency. Because the three competitors are all paid by the companies they rate, taking on the “Rating Agency” moniker made Egan-Jones stand out as the only investor-supported agency. This immediately gained traction within the industry, and in the first year, exceeded sales targets by 300% as analysts and IT expedited hundreds of new rating reports to market.