I am a senior renewable energy executive with extensive experience in commercializing products and project development. I am looking for a company seeking rapid orders growth in the power industry.
Senior executive who develops best-in-class businesses, managing P&L, technology, manufacturing, marketing, sales, service, and the design of business models that integrate these functions into profitable organizations. Drives executive teams to translate the business model into meaningful results. Profitably develops quantum leap technologies with judgment to address challenges, and courage to go forward.
â€¢ Led commercialization of emerging technology company growing to 350 people and $500 million market capitalization.
â€¢ Efficiently integrated a $1.2 billion international GE acquisition, managing engineering, marketing, and manufacturing synergies.
â€¢ Member of team that led GE Power Systems initiative to globally brand turbines, sell direct, and replace in-country distributors with local GE employees.
â€¢ Segmented a $310 million business in order to address operating and marketing issues, increasing potential revenues by 35% after previous ten year erosion in market share.
Ocean Power Technologies, Inc. (NASDAQ: OPTT), Pennington, NJ 2008 - 2009
VP of Business Development and Marketing, Officer of the Company: Worldwide leader in wave energy conversion with over $100 million from a recent IPO desired expansion of its market for large utility and US Navy applications. Hired to develop large utility projects on the US west coast and specialty applications for the US Navy.
â€¢ Developed the business plan for the first large scale wave power plant in the US including local vendor selection, managing strategic partner development, sourcing incentive funding, managing the licensing and permitting process, and developing strong government and public relations.
â€¢ Providing national leadership and direct lobbying in Washington DC for economic stimulus and plus up funding for OPT and industry development.
â€¢ Developing multiple applications enabling new surveillance capabilities for the US Navy to address emerging defense concerns.
Worldwide Energy, Ridgefield, CT 2006
Chief Executive Officer: Startup company which licensed technology from nationally-recognized laboratory for metal supported fuel cell design promising better performance and lower costs than the competitorsâ€™ ceramic supported designs. Hired to chart path leading to liquidation event. Strategy focused on core R&D, assessment of new funding sources, and development of plan leading to liquidation.
â€¢ Created business plan to meet requirements for VC or angel funding. Advised Board regarding cash burn rates, profitability targets, and prototype requirements.
â€¢ Identified technology risk factors and focused on challenges. Advocated lean burn cash budget centered on critical R&D.
â€¢ Met with industry manufacturers developing working products that would benefit by using Worldwide Energy components.
FuelCell Energy, Inc (NASDAQ: FCEL), Danbury, CT 2000-2005
Senior Vice President Marketing and Sales, Officer of the Company: Hired to lead commercialization after 10+ years of R&D. Identified that product costs exceeded revenues and the need for reference customers to accumulate operating experience plus show progress to investors. Selected markets with high electricity prices to maximize pricing and take advantage of government funding (Japan, Korea, Germany, California, and Northeast U.S.).
Executive Committee strategy included reducing costs and simultaneously increasing reliability while closing
reference orders. Two-staged marketing strategy called for sub-megawatt class projects (electrical
output less than 1000 kilowatt) moving rapidly to megawatt class projects with shorter path to profitability.
â€¢ Served on executive team that raised over $300 million in funding.
â€¢ Recruited world-class distribution partners (Caterpillar, Marubeni, Chevron-Texaco, PPL) who frequently invested $10 million of unrestricted funds.
â€¢ Sold units in Northeast U.S., California, Germany, and Japan, using governmentsâ€™ funding. Customers were spread across mainstream markets like waste water processing, breweries, utilities, universities, and hospitals.
â€¢ Directed lobbying in Connecticut and Washington, DC for megawatt class incentives. Secured first federal investment tax credits for fuel cells and Connecticut support for up to 100 megawatts of megawatt power plants. In March 2007 FCE was selected for nearly 70% of Connecticut projects, increasing potential annual revenues by 200% to 300%.
â€¢ Opened Starwood as a national account to install fuel cells throughout their U.S. hotel chain, enabling FCE to enter a major new market.
â€¢ Created and managed P&L of Limited Liability Companies to own and operate fuel cell power plants that provided power to customers preferring to buy electricity (Sierra Nevada Brewery) rather than equipment, more than doubling the potential market for FCE.
â€¢ Team member of executive team that grew the company from 50 to 350 people with a market capitalization of $500 million.
GE, Power Systems Division 1971- 2000
Product General Manager, Schenectady, NY (1997-2000): Challenged to take share from Caterpillar with new small gas turbine product line while GE/Italian technologists reduced unit costs and improved efficiency. Defined the product offering, price points, plus commercial terms and conditions of sale worldwide. Accountable for profit and loss on U.S. power plant projects. Identified profitable customers new to GE, developed quotations, and executed orders. Hired local nationals and built applications training center.
â€¢ Recruited 25 person global direct sales force of local nationals in U.S., Spain, Italy, Germany, Mexico, Brazil, Argentina, and India who closed $200 million in orders for new units, service agreements, and operate/maintain contracts at industrial and utility sites within a two-year period.
â€¢ Developed partnership with Alliance Power to build and project-finance U.S. based power plants; secured $65 million of orders.
â€¢ Drove startup of our first power plant project at Yale University that validated technology and teamâ€™s construction capabilities.
Manager, Power Plant Generation Programs, Schenectady, NY (1994-1997): Hired into the executive team reporting to the CEO that successfully managed the largest GE offshore acquisition ($1.2 billion in sales). This became the model for future acquisition integration. Managed the technical, manufacturing, sales, and marketing synergies.
â€¢ Increased orders by over $180 million within two years.
â€¢ Increased joint manufacture of gas turbines in Italy and in the U.S., leading to $60 million order in Algeria.
â€¢ Transferred manufacture of outsourced components from third parties to lower-cost factories in Italy.
â€¢ The acquisition team grew sales from $1.2 billion to $2.0 billion in approximately two years and repaid GEâ€™s investment.
Business Associate Manager, Schenectady, NY (1992-1994): GE had successfully used a group of licensees to market its power generation products internationally, generating cyclical $250 million to $500 million in
previous ten year annual sales. Developed strategy to convert business fully to direct sales, establishing single GE brand, without unnecessarily alienating licensees. Initially distilled the legacy of complex licensing agreements, and then developed an individual strategy for each licensee consistent with the new GE strategy.
â€¢ Led development of a roadmap supporting GEâ€™s direct sales approach consistent with existing licensing obligations by clearly defining and limiting areas of licensee responsibility. Roadmap allowed GE to eventually sell direct around the world.
â€¢ Re-licensed European partners, in order to recover $115 million in annual lost business.
â€¢ Secured $70 million/year in orders through licensees assigned to me.
Product Manager, Member Steam Turbine Business Team, Schenectady, NY (1990-1992): Steam Turbine Business Team was created by the Senior Vice President of Power Systems to reduce costs, improve performance, increase orders, improve profitability, and increase customer focus by eliminating functional silos. Team cross-functionally managed the business and was responsible for P&L. Hired to run $310 million parts business with pretax margins of 20% to 50%. Introduced strategy to segment business into High, Medium and Low Technology. High Tech decisions were ROI based, involving the retrofit of latest technology high efficiency or reliability components into existing units. Medium Tech replaced broken parts with OEM components. Low Tech customers purchased on price and delivery where GE was not competing effectively.
â€¢ Provided the team with the cash flow to support product development.
â€¢ Led cross-functional engineering, manufacturing and sales teams, keeping the pipeline filled with attractive ROI high efficiency flow path and protective coating products.
â€¢ Led a program with GEâ€™s Corporate Research and Development Center to develop a game changing remote monitoring and diagnostics program to better predict customer parts needs. This industry breakthrough has grown into a major service center in Atlanta and maintained customer loyalty to GE.
â€¢ Re-engineered the Low Tech Business to compete with low technology companies and reversed erosion of market share while maintaining overall profit margins.
Manager, Marketing and Sales, Southern Region, Atlanta, GA (1987-1990)
Regional Program Manager, Schenectady, NY (1985-1987)
Manager, Renewal Parts Sales, Lynn, MA (1984-1985)
Manager, Upgrade Programs, Lynn, MA (1983-1984)
Sales Manager, Domestic Utility Sales, Lynn, MA (1981-1982)
Marketing Specialist, Lynn, MA (1980-1981)
Design Engineer, Lynn, MA (1971-1979)
MBA, Marketing/Finance, Boston University Graduate School of Management, Boston, MA (1977)
Graduated with honors and member of honor society
BS, Mechanical Engineering, Worcester Polytechnic Institute, Worcester, MA (1971)
Mentor, MIT Enterprise Forum: Provided business advice to a Sloan/Harvard Business School Team in the Ignite Clean Energy Competition of 2007. We proposed a plug and play solar business for residential customers.
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