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Professional Experience, Boards, & Education
Associate Professor of Strategic Management (Strategy)   1989 - Present
The George L. Graziadio Graduate School of Business and Management
Pepperdine University, Malibu, California
Teach business strategy marketing in M.B.A., and M.I.B. programs and commercialization
of technology (marketing and finance for technologists)
the executive M.S. in Technology Management program.

Founder - Ztec      1986 - Present
ZTEC invests in and provides global strategic, market, competitive, and product consulting to technology-based companies.

Achievements:
The British Technology Group (London)
U.S. entry strategy developed for British multi-live molding technology.

Egan Machinery (Somerville, New Jersey)
Conducted studies of the world market and competitive opportunities for 1) blown film machinery, 2) cast film machinery, 3) extrusion coating machinery, 4) foam extruder systems, 5) sheet machinery, and 6) web converting machinery. Western Polymer Machinery, a blown film machinery company, was acquired by Egan Machinery as per Ztec's recommendation.

Greffen Engineering (Thailand)
Conducted a study of the U.S. market for a new technology-based feeding attachment for thermoforming machinery.

Intel-Embedded Microcomputer Division (Chandler, Arizona and Auburn, California)
Consulted on strategic repositioning of the 286 chip and related marketing issues. Keynote speaker at annual marketing conference.

Jaka (The Philippines)
Developed a strategic planning process and conducted strategic review of Jaka's 39 businesses that range from property development to food processing to retailing to services such as securities, insurance, and air charters.

Leesona (Greenville, North Carolina)
Conducted a study of the world market for high speed carbon fiber take-up winders. As part of acquisition due diligence, conducted a world market study for the fine grinding machinery market. Fine grinding machinery is used to manufacture toners. Recommended against the acquisition of Wedco, a New Jersey fine grinding machinery manufacturer and negotiations terminated.

Ohmart (Cincinnati, Ohio)
Developed a strategy that increased orders from $3 to $9 million annually for Ohmart's process control product line.

Rotomec (Italy and Finland)
Conducted a study of the world market for rotogravure printing machinery. Explored merger possibilities with a U.S. company, Egan Machinery.

Southern California Edison (Los Angeles, California)
Conducted seminars on 1) business strategy and 2) leadership.

Strategic Innovations International (Keele, U.K.)
Conducted studies of U.S. market for molding technology.

Symantec - Norton Utilities (Santa Monica, California)
Conducted a seminar for technical personnel on business and marketing strategies.

Syncor International (Chatsworth, California)
Syncor International, a $350 million high tech company, operates nearly 140 nuclear pharmacies throughout the world. Conducted a series of seminars on marketing and business strategy for Syncor's 56 senior operations executives.

Tradesco (Cincinnati, Ohio)
Conducted a market study that determined Tradesco's products were priced low. Recommended a 5% price adjustment that increased Tradesco's annual profits from $.5 to $1.5 million.

Vacu Dry (Sebastionpol, California)
Analyzed, developed a turn around strategy, and explored acquisition, and restructuring of Vacu Dry, a $26 million food processing company.

Ztec (Westlake Village, California)
Developed and marketed a econometrics model of the U.S. plastics machinery market.

President - Worldwide Sales and Marketing - John Brown Machinery Group     1984-1986
    First Incumbent. Reported to CEO.
John Brown PLC (London) - Leesona Corporation (U.S.A.)
John Brown PLC was a $2.6 billion engineering, construction, and machinery company. Leesona Corporation was a $300 million New York Stock Exchange machinery company that John Brown PLC acquired in 1981.

The $350 John Brown Machinery Group consisted of 12 machinery companies located in five countries (USA, England, Italy, Mexico, and Japan). The products ranged from $3 thousand machines to $8-12 million extrusion coating systems for video, audio, and computer tape.

The position of Worldwide Sales and Marketing was created to catalyze and implement a new strategy, i.e., to move the 12 machinery companies from an engineering-technology orientation to a market-customer orientation.

Achievements:
Planned and executed the Worldwide Sales and Marketing organization to direct the marketing and sales activities of 350+ sales engineers and marketing professionals as well as 700+ agents/distributors throughout the world.

Increased annual revenues 40% to $350 million while simultaneously reducing marketing and sales expenses 37% from $37 million to $23 million.

Moved the John Brown Machinery Group from number 4 to number 3 globally in less than two years in a recessionary economy. Battenfeld (Germany) was number one and Cincinnati Milacron (U.S.A.) was number two.

Organized a $135 million Systems Group to formulate new products to meet market needs and to repackage standard products to extend their product lives. The Systems Group increased profitability on all systems. Within 18 months, 35% of all orders were for engineered systems.

Reorganized sales organizations in the U.S. and Europe to coincide with major market - technology segments. The focused sales organizations increased market share as much as 100% in some market segments. Restructured Asian operations and opened a Beijing office that generated $25 million in China orders during 1985/86.

Restructured European operations and opened a sales office in Moscow that captured $20 million in orders during 1987/88.

Established global product, promotion (advertising, public relations, and trade shows) and pricing policies to implement the Machinery Group's business strategy.

Managing Chairman with general management ("P&L") responsibilities for four $6-$10 million - 60 to 80 employee - companies in addition to my global sales and marketing responsibilities:
Negri Bossi, Inc. - U.S.A.,
REPI - France,
John Brown Sales Limited - United Kingdom, and
John Brown Machinery Asia Limited - Hong Kong.

Increased revenues an average of 15% and profits 27%. Strengthen balance sheets and eliminated all debt.

Vice President - Strategic Planning and Business Development
    Industrial Products Sector
    First Incumbent. Reported to CEO.
    Offices in Warwick, R.I. and London.
John Brown PLC (London) - Leesona Corporation (USA)
The $450 million - 6000 employees - John Brown PLC (London) Industrial Products Sector consisted of 26 automation, machine tool, plastics machinery, textile machinery, and electronics companies located in the U.S.A., Europe (England, France, Italy, Russia), Africa (South Africa), Latin America (Mexico, Argentina) and Asia (Hong Kong, Japan, China, Australia, New Zealand).

In 1981/82, the high interest rates, the dollar-pound Sterling exchange rates, and global recession drove John Brown PLC to the brink of bankruptcy. The financial crisis, along with aggressive prompting by National Westminster Bank and "The City," forced John Brown PLC to develop and implement new strategies to survive.

Achievements:
Worked closely with the Managing Director and Board of Directors to develop a new strategy that designated the Engineering and Construction Group and the Machinery Group as the two "core businesses" based on their actual and potential market/competitive positions.

"Non-core" businesses were divested or rationalized. Modest investments were made in businesses in "sunrise" industries such as automation and biotech.

Implemented a strategic planning process in the Industrial Products Sector that focused on markets, customers, and competition that complemented the current financial budgeting and control systems.

Executed a strategic business/market/product analyses which lead to the rationalization of the 2000 employee Wickman Machine Tool organization in Coventry, England.

Developed a business plan for John Brown Automation which engineers, markets, and manufactures "Factories of the Future." The Board of Directors funded the business plan enabling John Brown Automation to grow from $3 million in 1982 to $30 million in 1986.

Strategic redirection of licensees - Bone Markham (U.K.) and Er-Wa-Pa (Germany). Member of the Industrial Products Sector senior executive committee. Reviewed all 26 operating companies strategic and financial performance quarterly.

Vice President Operations - Western U.S.A. and Asia-Pacific    1981
Leesona Corporation - Machinery Group
Responsible for sales and service in the 13 Western States and Asia-Pacific for five Leesona plastics machinery companies.

Director of Operations - Western U.S.A.       1980
Leesona Corporation - Machinery Group
Having proposed to the CEO that sales organizations of the five Leesona plastics machinery companies be combined into one centralized sales organization to increase customer coverage and to reduce costs, the CEO directed me to prove the concept in the 13 Western States. We did, in a recession.

Oversaw activities of Chugai Boyaki, our Japanese distributor and machinery licensee.

Vice President Sales - Latin America and Asia Pacific     1978
Leesona Corporation - Machinery Group
Organized a sales network in Latin America and Asia that generated $18 million in orders from a $0.5 million base in 15 months. Liaison to Tijeras Coughlin, a manufacturing joint venture in Buenos Aires with Sulzer.

Liaison to two Japanese licensees.

Managing Director          1977
Leesona Far East, Limited - Hong Kong
Managed a Hong Kong company from a $450 thousand loss to a $250 thousand profit in seven months by increasing sales from $2 million to $4 million while simultaneously slashing expenses by 67%.

Manager - Product Planning       1976
Leesona Corporation
Consolidated 263 R&D and engineering projects into three significant projects that generated two commercially successful products.

Manager - Business Planning        1975
Leesona Corporation
Worked with Leesona's Chairman, CEO, and the Boston Consulting Group to refine Leesona's strategy. Executed a 3-month market study in Japan to determine the continuing viability of an U.S.A.-Japanese joint venture with Enshu K.K. The Japanese partner forecast orders of 2,600 units. My analysis forecast 630 units. Actual orders one year later were 629 units.

Product Manager - Advanced and Standard Machinery     1975
Rockwell International - Draper Division
Responsible for the new capital equipment product lines with global sales of $125 million.

"Killed" a new product at the beta testing stage in which more than $25 million had been invested.

Renegotiated a new licensing agreement with our Japanese partner re Howa do Brazil, a manufacturing joint venture in San Paulo. Within a year, royalties doubled.

Product Manager - Advanced Equipment       1975
Rockwell International - Draper Division
Developed and implemented a strategy to "rescue" a new product/technology that was failing globally due to engineering and service problems.

Increased advanced equipment sales from $30 to $38 million while increasing profit margins from 28% to 32%.

Manager - Market and Product Planning       1974
Rockwell International - Draper Division
Worked with the division president, sector president, and the Boston Consulting Group on developing a long term strategy for the four companies comprising Rockwell International's Textile Machinery Sector.

Manager - Marketing Services       1972-1973
Rockwell International - Draper Division
Completed a global market, competitive and product analysis and developed related business strategies. Presented the study to Rockwell International's senior executive vice president who authorized capital spending of $17 million at the end of the meeting.

Responsible for all machinery pricing during an inflationary era.

Manager - Advertising         1971
Rockwell International - Draper Division
Responsible for Draper's global advertising, trade show and promotional activities with $2.7 million budget.

Initiated the market research function.

Strategic Analyst          1970
Rockwell International - Corporate Headquarters
Participated in Rockwell International's initial annual strategic planning process.

Responsible for the financial and special project presentations at the monthly Corporate Management Committee meeting, the quarterly Board of Director's meeting, and the Annual Stockholder's meeting.

Financial Analyst         1969
Rockwell International - Corporate Headquarters
Completed the initial financial analysis on the proposal for the Space Shuttle Program.

BOARDS

Member - Board of Directors	Strategic Leadership Forum Southern California Chapter	1997 - Present
Member - Board of Directors	Haskel International, Burbank, CA.	1997 - Present
Replaced Dr. Marvin Goldberger, President Emeritus of The California Institute of Technology, on the Board of Directors of Haskel International. Haskel International is a $70 million public company (NASDAQ) that is the world leader in pneumatically activated high-pressure pump technology. Haskel International is headquartered in Burbank with operations in Europe and Asia.
Member - Board of Directors	NCRI, a $7 million professional services company in Calabasas, California.	1994-1997
Member - Board of Directors	American MSI, a $40 million high-tech process control company in Moorpark, California.	1989-1995
Chairman and Director	John Brown Machinery Sales PLC, United Kingdom.	1982-1986
Chairman and Director	REPI, Lyon, France.	1982 -1986
Chairman and Director	John Brown Asia, Ltd., Hong Kong.	1982 -1986
Chairman	Negri Bossi - USA, Inc., Fremont, Ohio.	1982 -1986
Chairman and Director	Leesona Sales of California.	1979 -1982
Director	Leesona Far East, Ltd., Hong Kong.	1977-1982
Member - Board of Directors	National Management Association Rockwell International Chapter.	1972 -1975