As Managing Director and Founder of an engineering development company, needed to complete a ground-up design of a new interface box for a major client in Copenhagen, Denmark that would work with the client’s headsets and also be able to interface with their competitor’s products. In order to successfully meet the client’s request, new industry ground had to be chartered: multiple designs had to be interfaced into one controlling box with the client’s headsets sending and controlling the signal.

Designed and developed a sleek interface box that used all industry headset interfaces and combined them in one design. The product was demonstrated at the CeBIT Telecommunications Trade Show in Germany in 2003 and was successfully launched and released from the corporate office in Copenhagen, Denmark in the summer of 2003.

An entrepreneur wanted to develop talking religious dolls and market them for sale. However, this was a new experience for this client, and he was unfamiliar with the processes involved in developing and bringing a new product to market.

Developed and launched talking religious dolls, Jesus and Moses, for initial release in the marketplace. Received initial orders of 5,000 for each doll and delivered the product, which solidified the successful product release. Both The Lowell Sun and The Boston Globe did stories on the products and their spiritual messages. After the initial order, authorized the client to purchase the dolls directly from the supplier for a negotiated fee.

A new headset was needed to stimulate sales in the call center market. However, the products currently available were not an attractive to the sales force and an extended development cycle was forcing customers to purchase competitive products.

Because time was such a key factor in this product launch, used key modules or parts from other headsets, molded them into a new exterior to create a new headset. By using known components, cut the development cycle by three months and improved the quality and reliability of the end product. In the end, developed new call center headsets in three different colors in less than 11 months and recaptured the confidence of the call center industry. In addition, used focus groups to narrow down potential problems with the product and was able to release it and exceed all of GN Netcom and customer expectations.

After the product launched, sales increased $20M in the first year, which helped boost GN Netcom to record sales. The headset won product of the year in Call Center Magazine and was the headset of choice of product users.

A major wireless product for end-user telephone systems was suffering from a less than 10% attachment rate. Attachment rates for competitive products should be between 35 and 40%. To mitigate this problem, it was desirable to introduce a new and more acceptable product, but the long development process that it would necessitate was not attractive.

Asked to develop the GN Netcom handset lifter with the following requirements: restore confidence in GN Netcom handset lifter technology, demonstrate leading edge technology and product innovation, launch product in 10 months and within budget and with no quality issues. Launched the product in just nine months, one month ahead of schedule, within budget, and with no quality issues.

Customers loved the new product and purchased new Blue Tooth wireless systems and accessories and made the system the number one seller in the industry. Revenues increased by $18M in the first year and the attachment rate increased five-fold, making the product the number one seller in the industry. Which, in turn, increased customer confidence in GN Netcom technology and led to zero defect awards and a patent for the technology used on this product.

Discrepant material within the company was not being reviewed in a timely fashion. The problem centered on the fact that no person or group was in charge of discrepant material, and there was no cross-functional material review board (MRB) in place.

Implemented a cross-functional MRB process for the first time in company history. The MRB team was made up of decision makers from purchasing, engineering, manufacturing and finance, and dispositions were made on the spot for immediate actions.

After the MRB Team was in place, discrepant material was reduced from more than $500K to under $50K in a mere two months. This positively impacted cash flow, inventory turns, and on-time delivery.

A $35M company needed to modernize its manufacturing systems to control costs and improve on-time delivery. However, the modernization process was complicated by the fact that the current manufacturing practices could not be interrupted or altered while new systems were put in place.

Implemented Just-In-Time (JIT) manufacturing throughout the company, increasing on-time delivery to 98.5% of promised dates, raising inventory turns, and freeing up much needed cash. Before, the manufacturing operations were divided into typical sub-assembly and final assembly operations. To complete the JIT implementation, each sub-assembly had to be transacted into the inventory only to be transacted out again into the final assembly area. This caused increased inventory, production delays, and longer manufacturing cycles. Physically combined multiple areas into a true lean manufacturing area.

The results were immediate within the whole organization, not only with the statistical side of the business, but also in the personnel. Operators felt more a part of the product and were able to spot defects easily and improve quality and on-time delivery. After implementation, on-time delivery increased from 94.7% to 98.5% in one year, while inventory turns from increased 3.9 to 5.1. This made a huge impact on available cash and helped reduce company debt.

The company wanted to institute Just-In-Time (JIT) manufacturing throughout its operations. However, no one in the company was trained in JIT manufacturing skills.

Took courses and acquired advanced training skills in JIT and became a JIT certified trainer. Then, implemented a prototype and full JIT production cells, which eliminated production waste. The whole production process was overhauled from a push system to a pull system.

The JIT system streamlined the production process, grew inventory turns, improved product quality, and increased product on-time performance.

A privately owned retailer needed to reduce inventory by $725K and increase cash flow for daily business needs. However, the ordering/purchasing system, which was being handled by one person, did not provide accountability in terms of what was being purchased and what was already in the inventory. To make matters worse, at the time, economic conditions were soft, and retail market spending was stagnant, which had also caused negative growth during the previous year.

Instituted purchase order and inventory scrap systems that reduced year-end inventory $252K, by controlling what was being spent, selling the current stock, and reducing scrap through more frequent ordering. After these systems were put in place, inventory levels were reduced 35%, and cash flow increased $100K over the previous year. These improvements reduced accounts payable and put the company in a stronger financial position.

Company insurance policies were not being evaluated, had fallen out of date, and needed to be re-assessed. However, the company owner did not have the time or the awareness to evaluate different options or coverage that could save money.

Contacted different insurance companies and worked with them to identify and negotiate new and better coverage that was current and could save the company money. The combined, eliminated and revised insurance programs ultimately saved the company $7.5K per year. These savings have the potential to increase depending on insurance claims filed during the year.

Needed to increase knowledge of business operations, finance, marketing, and corporate strategy. Determined that earning an MBA would better assist the company in a growing environment and customer base. Earning an MBA was challenging because at the same time, was working full-time, traveling around the world to support product introductions, and being involved with family life and activities.

Enrolled in an MBA program part-time. Through careful balance, earned an MBA. Graduated Cum Laude with a minor in marketing, and became the first GN Netcom employee to earn an MBA while maintaining a full workload. Ultimately, used the degree to better integrate skills and abilities within GN Netcom.

A joint venture with the Vero Corporation gave Baird the opportunity to manufacture PVS-7 Government Night Vision Goggles in a local facility. However, no one in the company was trained on Vero production methods or on the parts and components of the PVS-7 goggle.

Traveled to Vero Corporation in Texas for an intensive two-week training program, which immersed trainees in full documentation, assembly, and quality procedures for the PVS-7 Goggle. Mastered the full manufacturing process for the goggles, and then lead a team of technicians back to Baird to set up a complete production line.

Ultimately, full integration of the PVS-7 goggle at the Baird Corporation exceeded production quantities of 7,000 units per year which brought in additional top-line revenue for the company.

Expensive parts were being used to produce products even though suitable, lower-cost replacements were available. However, the volume of new products prevented engineering from finding lower-cost alternatives. Appointed to a four-person task team to create a cost-savings program. This team had full authority to implement any system that would reduce material costs in product production.

As a result, the team created the Green Mountain Cost Reduction Program, which saved the company $650K in the first year and $450K in the second year. The program focused on getting employees to participate in identifying cost savings. The more the employees saved, the larger the percentage of the savings they received personally. The program was huge success, and employees received more than $100K in payouts from the program.

Gift basket sales were down from the previous year, equating to a revenue loss totaling more than $18K, and sales needed to be improved to increase the bottom line. Boosting the tepid sales was complicated by the fact that customers had lost confidence that Cardullo’s could deliver gift baskets on time.

Created a corporate gift basket program that emphasized Cardullo’s unique, gourmet product selection along with its 55-year history of serving customers and corporate businesses. In addition, teamed up with local corporations and businesses and leveraged Cardullo’s products and experience to demonstrate that Cardullo’s could deliver what customers wanted. Also expanded the gift basket offerings by creating a sports gift basket program that highlighted local sports teams.

After the programs were introduced, shipped 184 corporate baskets and 71 new sports baskets. Ultimately, Cardullo’s achieved a 40% increase in annual gift basket sales through increased customer confidence and by targeting new corporate markets. This added $18K to the cash flow and top-line company sales.

Three government officials from Pakistan needed to be trained on Night Vision Equipment. As a young engineer, had not performed a training session of this nature before.

Studied the complete Night Vision Equipment specifications, production process, and quality processes in preparation for the three-day training.

After the training session, the Pakistani officials expressed confidence in knowledge and training skills and purchased 5,000 units of Baird Night Vision Goggles, as the beginning of a strong relationship between the two companies.

GN Netcom was not ISO 9001-approved and needed the approval to remain competitive in the marketplace. The ability to receive timely approval was hindered by limited resources, the approval process itself, which required a little less than one year, and the fact that time spent on the approval could not be spent on other projects and responsibilities, which were urgent as well.

By focusing on standard product development and custom product development, created and implemented new engineering procedures and trained all North American and European engineers on the new development procedures. A total of 19 engineers were trained and approved on these procedures.

As a direct result of these efforts, achieved ISO 9001 approval by the end of the year, streamlined the product development process, and through the approval process, put a number of new products into the marketplace. GN Netcom was recognized as one of the major suppliers of quality headsets to the call center and mobile marketplace.

A new supplier, Lam Research, required a new cooling product to work with a chip-making machine in Korea. The supplier was under extreme pressure to obtain this product as quickly as possible. Thermo NESLAB Instruments had a four-year engineering project backlog that made new design work impossible, essentially killing the new business venture.

Re-prioritized projects to make time available to meet this new supplier’s needs and capitalize on the new business potential. Dedicated mechanical and electrical engineering personnel under my supervision to focus the project and deliver the products on time.

Ultimately, shipped the first five units on time and within budget to Lam Research Korea. This solidified the company’s standing with Lam, and the company was awarded a $325K contract to build more units for them.

The time-line and pressure for the project was very intense. It caused the team to work many late nights and weekends to meet all the required deadlines. Rewarded the team members and their families with gift certificates that allowed them to celebrate the success with their family members.