M.T.S., 1988: Weston Jesuit, Cambridge, MA, cum laude GPA 3.6
B.A., Major-Religious Studies, Minor-Philosophy, 1985: Loras College, Dubuque, IA, magna cum laude, GPA 3.67

Vice President, Marketing, , Oakbrook Terrace, IL, 2003 - 2007

In the four years I was at Geneca, the firm’s revenue grew 263% compared to a flat revenue line for the prior three years. 

When I joined in September 2003, the firm was an IT technical staffing firm with an ambitious but un-differentiated goal of “becoming the best software company in Chicago.”  Here is a small sample of my contributions:

1. I conducted a formal “Voice of The Customer" stud”, which asked “what do you want from a software development company?”  I used the results to transform marketing message from a “me too IT consulting services” to a focused articulation of: “builds custom software that directly generates revenue for our clients.”
2. I made credible to a new tier of client by “productizing” the company’s service offerings, including defining its development and engagement methodology.  Prior to this work, the largest software project delivered under its own banner generated a few hundred thousand dollars.  In the past 20 months, attracted clients such as Mercer, ACNielson, FTD, and Aspen Marketing, and won 6 major projects worth millions of dollars each, including a notable case in which beat a long-term incumbent.    
3. I invented a proprietary strategy workshop called “Feet on The Desk” used by consultants to help clients answer questions concerning software and software development projects.  In an online testimonial (available here) the VP of Software Development from a current client praises this program as an essential feature of his positive experience.

Vice President, Enterprise Solutions, Technium, Chicago, IL, 2002 - 2003

At Technium I was responsible for re-directing and driving the sales department, including defining corporate strategy, delivering a compelling message to the market, and creating tangible tools and processes for the sales team.

1. I worked with the CEO and General Manager to define Technium corporate strategy.
2. I created a sales strategy that enabled the firm to win one of its first true “large scale projects”.
3. I created tangible tools for the sales team to use to find and deliver new business to Technium.

President, Geneer Corporation, Des Plaines, IL, 1995 - 2000

I entered as the 9th employee of this software development company.  During my 11.5 year tenure, Geneer grew to 185 employees and from $400,000 to $20,000,000 in annual revenue.  My promotions - first to vice president and then to president recognized my significant contributions to this success.  A simple graph helps illustrate my economic impact on the firm.

As President of Geneer, my responsibilities and activities were varied and complex.  Easily my most important contribution was the trusted business relationships I developed with the management in client companies.  As such, I was a principal deal closer of multi-million dollar sales across a wide range of industries including consumer packaged goods, factory automation, computer hardware, insurance, telecommunications, transportation, banking, finance, and high tech research.  

Here is a sample of my accounts:

An example of my ability in persuasive relationship management: I successfully negotiated a change in financial terms mid-way through a $3,500,000 project that saved Geneer over $500,000. 

I oversaw the day-to-day activities of the senior client managers who led the front line of delivery.  I was responsible for our estimation process and the working relationship between developers, quality assurance professionals and business analysts. 

I initiated and co-facilitated an 8-month leadership training program for approximately 18 ‘fast-track’ managers.  I mentored several mid-level managers who later reached C-level and senior management positions in Geneer and other companies.

I attracted executive-level partners, recruited a business and technical staff, and created a work environment that enjoyed a stellar reputation within the Chicago high-tech community.  In an industry that routinely reports turnover rates of 20 – 25% or more, Geneer experienced an average rate of 13% during my tenure.

Because I believed strongly in the company, I purchased a significant portion of stock from the founder.  I also carried ultimate profit and loss responsibility, acting as co-guarantor of the working line of credit debt used by the company to manage cash flow.

Vice President, Software Production, Geneer Corporation, 1992 – 1995

As VP of Software Production I led all aspects of software development and service delivery to Fortune 1000 clients.   I consulted with clients, delivered compelling boardroom presentations, negotiated win-win contracts, and staffed, managed and delivered deadline-sensitive projects ranging from $5,000 to $2,000,000.

During my time as Vice President, Geneer grew from 23 to 57 people and from $1.7 to $5.3 million in revenue.  With our newly acquired Director of Organizational Development, I established the Human Resource function during this period of 30% annual growth. 

On the technical and delivery side, I introduced increasingly sophisticated and effective software development practices to the firm.  Examples include: a rigorous estimation system, electronic project management, early adoption of object-oriented development languages, version control, and consistent proposal delivery.  I brought an intense focus on winning “the next big project”.

On the human capital management side, I was accountable for hiring, firing, and coaching the entire staff.  I created a culture that enabled our software professionals to do their best possible work.  Examples include: a customer-focused flextime policy; career tracks formally requiring senior technicians to mentor junior staff; leading-edge development tools (both hardware and software); onsite exercise facilities; and a profit-sharing plan that recognized excellent employee contributions. 

I broadened Geneer’s visibility by delivering dozens of workshops at local, regional and national conferences over a 10-year period.  I enjoyed repeat, for-fee, invitations to speak and consistently earned ratings from attendees.  See a complete list below.

Senior Software Developer, Geneer Corporation 1989 – 1992

Thirty days after I began work at Geneer, the founding partners used my software engineering “best practices” to update the skills of the development staff.

Although hired as a developer, I soon participated in both the upfront sales process and final delivery of our services.  An early win: I was sent to a client to collect additional specifications for an active project—I collected those spec’s but also returned with $40,000 of new business. 

I designed, and for 11 years led, an annual “retreat” during which employees at all levels of the company participated in building new skills, cohesive teamwork, and department-level strategic initiatives for the coming year.

Consultant, Integritas Software, Hoffman Estates, IL

Within a few months of purchasing my first computer I was earning money as a self-taught programmer.  I quickly landed a large 1-year consulting engagement with an independent developer in suburban Chicago.  Please ask me for more details about this formative period in my professional life.

Formal Training – representative sample 

·         Professional Coaching with Corporate Strategies and Solutions, beginning January 2006 and monthly since then.
·         Leadership Training Intensive, Corporate Strategies and Solutions, Monthly April 2006 – ongoing.
·         Cognitive Development Training with Institute for Cognitive Development, beginning November 2003 and monthly since then.
·         Solution Selling, Microsoft, 4-day program, Fall 2002
·         Information Design, 1-day seminar June, 2000
·         Leadership and Management, 8-month program: The Art of Work, 1998
·         Impact Leadership, one-week workshop: Personnel Decisions International, 1994
·         Problem-solving Leadership, one-week workshop: Weinberg and Associates, 1992
·         Numerous management sessions coincidental with speaking engagements, 1989 - Present

Vice President, Marketing, , Oakbrook Terrace, IL, 2003 - 2007

In the four years I was at Geneca, the firm’s revenue grew 263% compared to a flat revenue line for the prior three years. 

When I joined in September 2003, the firm was an IT technical staffing firm with an ambitious but un-differentiated goal of “becoming the best software company in Chicago.”  Here is a small sample of my contributions:

1. I conducted a formal “Voice of The Customer" stud”, which asked “what do you want from a software development company?”  I used the results to transform marketing message from a “me too IT consulting services” to a focused articulation of: “builds custom software that directly generates revenue for our clients.”
2. I made credible to a new tier of client by “productizing” the company’s service offerings, including defining its development and engagement methodology.  Prior to this work, the largest software project delivered under its own banner generated a few hundred thousand dollars.  In the past 20 months, attracted clients such as Mercer, ACNielson, FTD, and Aspen Marketing, and won 6 major projects worth millions of dollars each, including a notable case in which beat a long-term incumbent.    
3. I invented a proprietary strategy workshop called “Feet on The Desk” used by consultants to help clients answer questions concerning software and software development projects.  In an online testimonial (available here) the VP of Software Development from a current client praises this program as an essential feature of his positive experience.

Vice President, Enterprise Solutions, Technium, Chicago, IL, 2002 - 2003

At Technium I was responsible for re-directing and driving the sales department, including defining corporate strategy, delivering a compelling message to the market, and creating tangible tools and processes for the sales team.

1. I worked with the CEO and General Manager to define Technium corporate strategy.
2. I created a sales strategy that enabled the firm to win one of its first true “large scale projects”.
3. I created tangible tools for the sales team to use to find and deliver new business to Technium.

President, Geneer Corporation, Des Plaines, IL, 1995 - 2000

I entered as the 9th employee of this software development company.  During my 11.5 year tenure, Geneer grew to 185 employees and from $400,000 to $20,000,000 in annual revenue.  My promotions - first to vice president and then to president recognized my significant contributions to this success.  A simple graph helps illustrate my economic impact on the firm.

As President of Geneer, my responsibilities and activities were varied and complex.  Easily my most important contribution was the trusted business relationships I developed with the management in client companies.  As such, I was a principal deal closer of multi-million dollar sales across a wide range of industries including consumer packaged goods, factory automation, computer hardware, insurance, telecommunications, transportation, banking, finance, and high tech research.  

Here is a sample of my accounts:

An example of my ability in persuasive relationship management: I successfully negotiated a change in financial terms mid-way through a $3,500,000 project that saved Geneer over $500,000. 

I oversaw the day-to-day activities of the senior client managers who led the front line of delivery.  I was responsible for our estimation process and the working relationship between developers, quality assurance professionals and business analysts. 

I initiated and co-facilitated an 8-month leadership training program for approximately 18 ‘fast-track’ managers.  I mentored several mid-level managers who later reached C-level and senior management positions in Geneer and other companies.

I attracted executive-level partners, recruited a business and technical staff, and created a work environment that enjoyed a stellar reputation within the Chicago high-tech community.  In an industry that routinely reports turnover rates of 20 – 25% or more, Geneer experienced an average rate of 13% during my tenure.

Because I believed strongly in the company, I purchased a significant portion of stock from the founder.  I also carried ultimate profit and loss responsibility, acting as co-guarantor of the working line of credit debt used by the company to manage cash flow.

Vice President, Software Production, Geneer Corporation, 1992 – 1995

As VP of Software Production I led all aspects of software development and service delivery to Fortune 1000 clients.   I consulted with clients, delivered compelling boardroom presentations, negotiated win-win contracts, and staffed, managed and delivered deadline-sensitive projects ranging from $5,000 to $2,000,000.

During my time as Vice President, Geneer grew from 23 to 57 people and from $1.7 to $5.3 million in revenue.  With our newly acquired Director of Organizational Development, I established the Human Resource function during this period of 30% annual growth. 

On the technical and delivery side, I introduced increasingly sophisticated and effective software development practices to the firm.  Examples include: a rigorous estimation system, electronic project management, early adoption of object-oriented development languages, version control, and consistent proposal delivery.  I brought an intense focus on winning “the next big project”.

On the human capital management side, I was accountable for hiring, firing, and coaching the entire staff.  I created a culture that enabled our software professionals to do their best possible work.  Examples include: a customer-focused flextime policy; career tracks formally requiring senior technicians to mentor junior staff; leading-edge development tools (both hardware and software); onsite exercise facilities; and a profit-sharing plan that recognized excellent employee contributions. 

I broadened Geneer’s visibility by delivering dozens of workshops at local, regional and national conferences over a 10-year period.  I enjoyed repeat, for-fee, invitations to speak and consistently earned ratings from attendees.  See a complete list below.

Senior Software Developer, Geneer Corporation 1989 – 1992

Thirty days after I began work at Geneer, the founding partners used my software engineering “best practices” to update the skills of the development staff.

Although hired as a developer, I soon participated in both the upfront sales process and final delivery of our services.  An early win: I was sent to a client to collect additional specifications for an active project—I collected those spec’s but also returned with $40,000 of new business. 

I designed, and for 11 years led, an annual “retreat” during which employees at all levels of the company participated in building new skills, cohesive teamwork, and department-level strategic initiatives for the coming year.

Consultant, Integritas Software, Hoffman Estates, IL

Within a few months of purchasing my first computer I was earning money as a self-taught programmer.  I quickly landed a large 1-year consulting engagement with an independent developer in suburban Chicago.  Please ask me for more details about this formative period in my professional life.

Formal Training – representative sample 

·         Professional Coaching with Corporate Strategies and Solutions, beginning January 2006 and monthly since then.
·         Leadership Training Intensive, Corporate Strategies and Solutions, Monthly April 2006 – ongoing.
·         Cognitive Development Training with Institute for Cognitive Development, beginning November 2003 and monthly since then.
·         Solution Selling, Microsoft, 4-day program, Fall 2002
·         Information Design, 1-day seminar June, 2000
·         Leadership and Management, 8-month program: The Art of Work, 1998
·         Impact Leadership, one-week workshop: Personnel Decisions International, 1994
·         Problem-solving Leadership, one-week workshop: Weinberg and Associates, 1992
·         Numerous management sessions coincidental with speaking engagements, 1989 - Present