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Career - Hist

Regional Marketing Manager, Digitask Consultants Inc

Promoted an obscure small consultancy into regional recognition for their proficiency in achieving high availability for critical computer systems on Unix, NT and VMS platforms, in the financial and legal markets. In today's e-commerce environment this has become more critical since e-business operates 24/7. This involved designing, promotion, and negotiation in advertising, press releases, literature, seminars, publications, registrations and the like. Literature and websites have been developed and refined to better focus and convey the needs and benefits of high availability.

What does this mean?

The company had failed to keep up with changes in the industry. Changes occurred in supplier and customer bases at the same time. Two problems existed that needed immediate attention; recognition and visibility.  Both have been gained through the efforts described above. As a result new profitable enterprise relationship are underway.

General Manager, Norix International - 

Successful development and implementation of IT based strategic marketing and sales programs in the areas of medical/dental products and services, industrial products, computer hardware/software products, services and support. Clients included; Starbucks, CompUSA, Schick Technologies, Freshcup, Mega-T, Pladot, Zapa Digital Arts, Morre-tec Chemical, Geotek, Cardiomedix, etc. Secured senior level or decision-maker long term contracts with suppliers and channel resellers. Product/service lines included E/U & development tool software; electronic aero/military platform systems and industrial hi-tech products.

What does this mean?

Norix accepted clients who wanted to market their products. Clients generally had a developed product but were not sure of its marketability or the efforts (including expense) required to make it into the marketplace. Products ranged from fork lift tires, coffee cup cleaners, computer systems hardware/software, chemicals, to multi-disciplinary aero/military platform systems. I managed a group of people who evaluated the potential for success, performed the market surveys, and established "first contact" in the marketplace.  Stage "one" (initial) work was performed from our offices. Stage two and succeeding stages was performed in the field or at designated client locations.

Each product was a project. Projects had several stages. Each stage required a number of different activities be performed. Some activities were performed by in-house personnel, other by contractors or consultants. The project was considered finished when we turned over to the client a working marketing channel. A working marketing channel includes all the elements that make a business work. This included documentations and certifications for the business, an initial customer base plus prospective customer list, warehousing (delivery) arrangements and financial package (software and bank accounts).

The hardest part in each project was in defining the market and potential customer base for each product. Handholding of clients was required as they began to realize the true value of their products in the market. Some projects were extended while the customer worked hand in hand with our personnel until they felt comfortable taking on the entire operational responsibility. All stages of project development were coordinated and approved by client before implementation. Second and third stages generally involved creating promotional and or instructional literature. Additional advertising and PR's were were used to promote either the product or the concept for the product.

Work developing a software development consulting business required extensive marketing in the areas of seminar promotion, telemarketing, handout literature creation, mailings, and negotiations for press releases and article publishing in trade journals. In contrast to previous projects, industry communication is E-mail and internet intensive requiring web development and e-mail strategies. Time for response in this industry is compressed requiring almost immediate communication with potential customers and suppliers.

Division Manager, SPC/Volta International - 

Directed 12 people who oversaw the activities of 9 overseas client, OEM & distributor marketing networks in the US. Responsible for providing strategic management and direction to the networks. Coordinated individual network members as part of a team effort to increase sales and/or establish a greater market presence. Networks had seven to sixteen sales/marketing or distribution reps. Quarterly evaluations of weekly activities were "objective/accomplishment" based. Increased division efficiency by at least 15% each year for the $46M company.

Similar to Norix, but at a lower management level and with a less diverse product range. I spent more time in the field lining up independent representatives, consultants and potential customers.

Computer Consultant, Self Employed - 

Startup consulting company providing computing solutions to industrial, commercial, & service organizations. Supported corporate IT clients with solutions to management that enhanced company objectives, work flow, supplier and customer requirements.

What does this mean?

I did what many technically capable individuals were doing in the computer business at the time, I became a consultant. We provided hardware/software solutions to companies who wanted to computerize but didn't know how to go about it. The customer base was developed from previous contacts.

Deputy Director, GOI USA Div, Industrial Countertrade Authority - 

Established an IT infrastructure to support international buyback/countertrade agreements. Negotiated & managed long term profit motivated contracts in excess of $100M between US suppliers/purchasers and Government Of Israel. Enhanced relationships with key senior level management counterparts, and promoted a positive atmosphere in negotiating complex agreements that required technical and financial obligations. Managed 35 station Novell/Lantastic network utilizing domestic & foreign software requirements.

This was a diplomatic position, lobbying industrial contacts into increasing international trade based on the "mutually profitable" model accepted in the United States. 

Manager USA desk, GOI Div, Israel Military Industries - 

Supervised marketing & sales of multi-division military manufacturers' products & services to US clients. Arranged with customers' upper management, conditions under which contract negotiations would take place. Products and services included software/hardware, electronic, mechanical, chemical and military platform systems. Marketing & Sales Division included a local support staff of 23 and eight field representatives including their respective staffs of 70+ people. Products were large ticket items generally in excess of $250k.

Pure marketing and sales of military hardware and software (hardwired) for various platform systems. This included aeronautical platforms, ground systems and some hand held equipment. Marketing and sales of this product line required detailed evaluation and analysis of specifications from different countries and adherence to those country's legal military and civilian requirements. Almost all communications were in a contractual form. Transport between countries required adherence and sensitivities to international regulations of various sorts.

Logistics Project Manager, GOI Div, Israel Aircraft Industries - 

Managed software & hardware development teams of Air Force logistic support programs for hi-tech platforms. Logistic support development required evaluation and negotiations with specialist teams to develop appropriate software & hardwired programs that met target specifications. Specialist teams were balanced against the needs and resources of the total project. Extended negotiations lasted thorough the performance of the total project. Teams peaked at over 200 personnel from over seven different countries.

All military platforms of any type required reliability and maintainability evaluations and subsequent incorporation into an overall logistic supply and implementation plan. In addition to designing a "control" software system that enabled the entire logistics program to operate, documentation of everything was required at every level. Documentation sometimes overshadowed the programs objective since it had to be understandable at the lowest operator level. Flight platforms were especially difficult since each applicable documentation involved multiple disciplines. 

Certifications from Compaq, SUN

Computer Networking (MCSE) Certification - Synergistic Computer Learning Center

Bachelor of Sciences - Electronics / Computers

Masters of Technology - Industrial Engineering

Additional Computers, Marketing, Sales, Writing and Business Admin.

INTERESTS - Economics, politics, communications, computers, writing

LANGUAGES Hebrew, Light Spanish & German

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