• Elevated sales by 30% and profits by more than 140% in first year, delivering operating profit margin of 24%, by identifying and pursuing cost efficiencies and profit-building opportunities. For more information, click here.
  
  
• Transformed business from a negative cash position and loss of 63% to a 20% profit in two years. Generated sufficient cash flow to continue operations for two years with no further cash injection or sales during industry’s worst downturn in history. For more information, click here.
  
  
• Spearheaded company strategy to secure business of major Japanese customer by instituting business transactions, contracts, and financial documents in Japanese language and currency. For more information, click here.
  
  
• Drove new sources of revenue totaling $100K+ in first year directing Asian sales.
  
  
• Co-led the integration of a $500M hydrocarbon solvent business from Exxon USA with a $500M chemical solvent, plasticizer and intermediate chemical business in Exxon Chemical.

• Led companies to become first US suppliers to penetrate Japanese memory disk market and Chinese, Japanese, and Indian semiconductor markets. For more information, click here.
  
  
• Established new customers in Singapore, Japan, and Malaysia, generating annual sales of $20-40M per year amidst the Asian financial crisis. For more information, click here.
  
  
• Championed effort to establish company’s presence in China market by successfully winning SMIC (Shanghai) as a key customer. Total sales to SMIC exceeded $30M. Recognized by SMIC as their #1 supplier in 2002/2003. For more information, click here.
  
  
• Leveraged existing relationships and exceptional processes and equipment support infrastructure to become the only US wet bench supplier to supply equipment in Japan (home market for company’s strongest competitor), at a premium price of 25%.
  
  
• Amplified profits in core overseas markets 48% in first year with company.

• Launched strategic initiatives for further penetration into key Asian markets: identified and evaluated 20+ potential acquisition targets; developed a self-funded, multi-tiered acquisition plan approved by Board of Directors; and formulated integration strategy for Singapore and China operations to be acquired. For more information, click here.
  
  
• Conceived and pursued foreign joint ventures in Korea, Taiwan and Singapore.
  
  
• Managed joint venture relationship with Indian affiliate.

• Boosted customer satisfaction through initiatives to build team cohesion: turned around team that was initially marked by multicultural discord, building teamwork and cooperation to deliver exceptional customer satisfaction scores. For more information, click here.
  
  
• Directed team that received recognition as consistently exceeding customer expectations for equipment, parts, and process support for product.
  
  
• Designed industry benchmark proposal format and protocol using a multi-level sales process targeted to meet individual customer requirements. Company was recognized by customers and competitors for providing the most comprehensive and competitive package, establishing a global competitive advantage.

• Mentored Business Manager to develop and implement business growth plans to reverse negative margin forecast. Manager’s implemented actions produced a profit in fourth quarter 2004 and promise a realistic 16%+ margin in 2005 after three years of losses. For more information, click here.

• Fostered sustained relationships at all levels, up to CEO/founder/owner, of large ($300M per year) Taiwanese distributor to promote growth of company in Asia.
  
  
• Initiated R&D partnership with Taiwan Semiconductor Manufacturing (TSMC) on 0.07 micron Back-end-of-line (BEOL) cleaning technology, thus establishing a key vehicle for ongoing dialogues and future sales opportunities to this key potential customer.
  
  
• Secured $25M in sales by establishing close, personal relationships with key fabrication managers, directors and vice presidents at Chartered Semiconductor in Singapore and reversing their bias against US suppliers.
  
  
• Repaired hostile attitude between two partners—wherein the relationship was nearly terminated—transforming it to one of great cooperation and understanding between both companies, resulting in lasting relationship spawning new sales opportunities in Singapore and Malaysia, and sharing of market information in China.
  
  
• Built relationships with key engineers as well as management (including Fab VP and CEO) at SMIC Shanghai to position company as a viable supplier. Company became a key supplier and earned honor as SMIC’s #1 supplier, leading to status as largest supplier to China market.

• Managed team preparations for customer quality audits. Attained recognition by five major customers (Monsanto, Uniroyal, GE Plastics, Sid Richardson and Witco) as a preferred quality supplier.
  
  
• Implemented statistical process controls (SPC) to improve manufacturing processes, product quality and customer satisfaction.
  
  
• Ensured that customer quality and delivery specifications were fulfilled, and wrote benzene and carbon black oil quality manuals, for chemical product line with annual sales of $300M.
  
  
• Penetrated new markets by reducing product delivery time and costs.

• Recognized by employer as #1 sales professional within six months of joining the industry.
  
  
• Sole sales professional to achieve maximum (115%) Management Objectives each year.
  
  
• Generated $75M in annual sales as Senior Technical Sales Representative for Exxon Chemical Company.
  
  
• Youngest sales representative ever selected to open an independent field office for Exxon Chemical.

• Identified new products and markets to fuel organic growth of businesses, funded by internally generated cash.
  
  
• Sparked product development efforts and new sales opportunities by creatively identifying new market spaces for attributes of company’s products and developing new and profitable products to penetrate market segments in the semiconductor industry, building company reputation as a respected supplier in the industry.

• Decreased operating expenses by 30% without staff layoffs.
  
  
• Increased sales 20% per year while reducing the relative costs of selling by 40%.

• Successfully managed entire US subsidiary business during the transitional period of a company-wide reorganization, maintaining sales volume and improving customer relations.
  
  
• Created support systems that increased annual net income by $500K for sulfur business representing $100M annual sales.

• Developed and managed an International Sales Network of 41 independent manufacturers’ representatives and distributors including the Far East, Europe, and Latin America.
  
  
• Restructured and reorganized comprehensive Asian network in Singapore, Taiwan, Malaysia, China, and Japan.