re-start companies as a temporary executive
established firm may experience a revival or re-start. I am brought in for the revival in a line manager role, principally
because of my experience in Marketing-driven turnarounds. This is different from the staff role of a Consultant, and different from
some turnaround specialists who seek to save a company from bankruptcy.
assume the responsibility of VP of Marketing, Chief Marketing Officer (CMO), or Chief Executive Officer (CEO).
task is to revitalize, overhaul, and reposition for growth. I help in the rebuilding process, and create or rejuvenate the
command of the organization, or of the Marketing department, in teamwork with other executives
the engineering investment to focus for decisive, defensible competitive advantage
or fix the selling process
the market segmentation, food chain, and distribution channels
customer needs, payback, buying behavior, and perceptions to furnish detailed, unbiased input and direction for the engineering,
Marketing, promoting, and selling processes; and for management decisions
rigorous Primary Market Research to surface the facts and customer intent
Competitive Intelligence (CI), pricing, and positioning
refine, and launch new products
focus is on the up-front Marketing process for established, technology-based companies, enabling clients to achieve their financial
and strategic goals with strategy based on facts, not on wishes. A broad background in technology lets me to relate to
technologists. Questioning skills developed over forty-seven years of Primary Market Research experience allow me to elicit
customer input accurately and quickly; and to deliver intelligence, analysis, and actionable recommendations:
years of marketing experience
bring forty-seven years of Marketing revival experience to your situation, supporting the rebuilding of companies and launch of new
products and fields; which have become worth more than ten Billion dollars.
Dickinson Medical Systems (BDMS) brought me in to turn around the Patient Monitoring Systems unit after their market position had
plummeted from #1 to #7, and the Division had become unprofitable and not saleable.
In twenty-four months, in a zero growth market, I revived and grew BDMS to #2 in their market segment, tripled market share in the US,
improved European market share from 7% to 35%, and increased Japanese share from 0.1% to 100%, while turning them profitable. The
Division was sold for a 50% premium.
The MIT Enterprise Forum has featured this success lesson as "High Tech Marketing and Sales" for twelve years in what is now
an MIT Sloan graduate course, "Starting and Running a High Tech Company."
employed me as Director of Marketing when they had not received any purchase orders for six months, (new orders) market share was zero,
they were a few weeks away from shipping the last unit on backlog and shutting down manufacturing, and following the departure of the
entire Marketing organization.
I rebuilt the Marketing organization from zero and sold out the next eighteen months production in six months, putting customers on
allocation. This was accomplished in the face of severe competition, while simultaneously raising prices to bring ten points more
to the bottom line, increasing market share from zero to 85%, and launching two new products. Eaton/Nova Division of Eaton is now
Axcelis, a separate public company.