Growth in New Opportunities

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Led a team that developed product, marketing, sales, and service strategies for a very successful software client to enter a new market . In the following four years, as the strategy was implemented, the new business grew to be a third of sales, and the stock price increased eightfold.

Managed teams in three countries who assessed the market opportunity for a client in four different technology product lines.

Identified that the commodity approach planned for a new technology product would result in losses, and recommended a differentiated niche strategy, resulting in a successful, profitable launch.

Provided direction on product, target market, and marketing for the launch of a new software offering. Recommended, then developed materials for a highly successful series of sales seminars, contributing to sales growth, profit turnaround and the eventual sale of the client for four times revenues.

Led team from several parts of United Technologies that set a key strategy for electronic controls; developed a presentation for the United Technologies Board of Directors; then presented the vision to European, Latin American and other managers.

Managed eighteen-month strategy study for an international client, including five detailed country strategies. Developed plan to turn around an unprofitable business, resulting in profitability within a year.

Directed a team that developed IBM’s updated Semiconductor Industry Partner Strategy (was highly successful technically and financially). Presented to General Managers and Senior Vice Presidents and received excellent feedback.

As president of a startup providing an Internet-based service, developed strategies, wrote business plan, launched the business, obtained venture capital financing in a difficult environment (September 2000), hired the early leaders, obtained the first business customers, and then participated in hiring an operating president.

Directed team that identified best practices on interoperability from IT hardware, services and software industries to guide six billion dollar information technology client.

Developed internet strategies for several clients: developed strategies, marketing plans, and partnerships for an e-commerce company; advised on marketing strategy for a leading internet service business.

Corporate Strategy Consulting: Executed numerous assignments involving acquisitions and divestitures, including: screened 50 companies in a market; forecasted the market, competition, financial results of potential targets; evaluated potential acquisitions; approached/negotiated with targets; post-acquisition assimilation.

Reviewed/approved all Carrier acquisitions and divestitures. Built department that assisted in eight transactions. Advocated for an acquisition that ultimately resulted in excellent returns.

Led a team that developed a plan for a very profitable services client. Using thorough analysis of customer needs, markets, competition, client capabilities, and costs/finances, focused on their best growth opportunities and persuaded them to withdraw from an area in which they had been investing. Two years later, profits were 23% above their previous high level , earning personal praise from their president.

Prioritized several interrelated opportunities for a computer software and services company to allow limited resources to be allocated most effectively.

Focused resources on the most attractive strategic growth opportunity for a global billion-dollar business. Also identified potential for cost reduction.

During three year relationship, helped a client transition from the historical, but low profit line, to a new line of computer systems with superior growth prospects . Developed and helped implement strategies in the U.S. and seven other countries.

Spearheaded, with General Manager of the x86 server business, a large cross- IBM team on the Stack (Software, Services, Storage and Financing) that developed strategies and gained commitment from the IBM CEO and the Strategy Team. Presented the strategy separately to Senior VPs of Systems & Technology Group and Software Group. Motivated team members across IBM groups to develop the strategy and then execute across complex organizational inhibitors. Built organizational capability across brands. Enabled revenue growth of highly profitable Stack revenue the following year, 24% higher than the server platform.

Co-led team that reported to the CEO and Strategy Team on Storage and Information Infrastructure Solutions strategy that drove transformational teaming changes across IBM and in sales. Built trust in team members from various IBM organizations to work together to effect change, despite historical difficulty in getting co-operation across IBM organizational groups.

Created and presented to the CEO of United Technologies, a unique analysis of competition, diagnosis of a key flaw in past Carrier positioning, and a new strategy. The revised strategy achieved a turn-around in market share and profits and revitalized the company.

Developed a plan to turn around an unprofitable business, resulting in profitability within a year.

Directed several teams that analyzed competitors and developed strategies across IBM ’s portfolio of products and services to surpass competition in th e marketplace, including competitive and IBM strategies in growth countries . Contributed, in the two years following one of these projects, to IBM gaining 3.4 points of market share worldwide in a mature market from the largest competitor.

Managed an eighteen-month strategy project for an international client, including five detailed country strategies.

Managed teams in three countries who assessed the market opportunity for a client in four different technology product lines.