Core experience focuses on manufacturing companies and their customers, including distributors and installers, typically capital industrial equipment. Sample industries include medical equipment, robotics, HVAC and docks and doors.

As essential business functions, marketing, sales and commercial principles and practices are typically shared across industries, allowing for quick and objective time-to-impact in consulting assignments.

I build and introduce great marketing fundamentals that give a business a real competitive advantage. This is the core of commercial strategy and from it, sales prospecting, pricing, and messaging all logically follow. My work in market segmentation, target selection and positioning has been featured at the Wharton School of Business and within General Electric’s management training curriculum.

Further, I bring complimentary expertise in sales force management, go-to-market execution, acquisitions and integration.

Investors often need spot expertise to perform a ‘sanity check’ on a firm’s strategy, forecast and/or market position. Other times, the need is for functional leadership to fill a gap or to provide experience that would be otherwise unaffordable.

A recent client hired me to provide functional stability while building out processes to support inorganic scale-up. Another asked me to build a business investment thesis and to create a process for soliciting and closing a round of financing.

The majority of my background was spent in a highly acquisitive industry, where revenue growth was strongly rewarded by investors.  Therefore, acquisitions took many forms including geographic expansion, product/IP access and some that were defensive in nature.  In due diligence, I built revenue pro formas, led market research and market analysis  The task of commercial integration of a target company often came to me: merging sales channels, training, compensation plan considerations, pricing, and marketing.

Beginning with an assessment of current capabilities and infrastructure and concluding with a prioritized outline of the desired outcomes for the business, initial recommendations are made. This can be a part of an internal workshop or it can be done as a defined project.

Recommendations are typically formatted as ‘Must Do’ recommendations, ‘Should Do’ and ‘Could Do’ items for future consideration. This list is revisited as familiarity with the business grows and as business objective evolve.

Possible working arrangements include project-based or ongoing fractional leadership.