Cases

As interim CEO and CFO, raised $2M capital and launched company which provides hearing solutions for musicians. Spearheaded development and market entry of game changing new headset for musicians. Product was in the market within 9 months of project start, including ramp up of offshore production. Highly successful market launch involved branding, digital campaign, omni channel strategies. Product won best new musician headset in Mix Magazine.

As CFO/COO of a furniture manufacturer/distributor, Parker managed an internal team and external implementation partners in the evaluation and implementation of a new ERP accounting system. This project involved moving to a cloud-based system from a client-server-based system. Parker also managed an internal team in the evaluation and rationalization of processes to further increase operational and financial efficiencies. In conjunction, Parker led the transition efforts to a MRP methodology for production planning, scheduling, and inventory control of integrated operations in the United States and Asia.

A snapshot of his accomplishments includes: 1) Developing organizational strategies, forecasts, and operational plans to support rapid scaling. 2) Leading financial planning and cash flow optimization to fund growth and secure capital 3) Directing process improvement initiatives to increase efficiency. 4) Designing and implementing smart controls to mitigate risk 5) Managing legal, regulatory, and compliance matters. 6) Facilitating successful acquisitions by spearheading due diligence and negotiating terms. 7) Launching new divisions and startups, handling legal, financial, and operational matters.

John’s executive search firm was retained by a leading global manufacturer of metrology equipment to conduct highly specialized searches for software engineers and optic scientists, requiring MS and more preferably PhD credentials. John went to great lengths to fulfill the company’s requirements including remotely interviewing and hiring a Physics PhD scientist stationed in Antarctica – who at the time was working for a major defense contractor. The firm’s recruitment efforts were highly successful and supported the client’s growth plans.

Doug helped a $20M electronics company reposition its product line toward new markets, resulting in substantial revenue increases. The company was a leader in motor controller products for the handicap scooter market as well as the military market. When multi-year military contracts dissipated, the company was struggling to find replacement revenue. Doug helped identify new markets, and he realigned marketing initiatives to support market entry. Pilot technologies were developed to address these markets, and have resulted in 20% revenue growth.

As CEO/CFO for Think-A-Move LTD (TAM), Jim Harris led efforts to win and execute multiple government SBIR contracts. The initial two contracts were $750,000 SBIR Phase Twos with TARDEC (Army) and National Institute of Health. The main objective was to develop a hands-free control system for devices: robotic platforms for TARDEC and wheelchairs for NIH. Both were successfully completed. Mr. Harris was closely involved in both winning and executing these contracts. He supported the proposal writing (and in some cases was the principal author), directed project management and was instrumental in establishing working relationships with partner companies.

Working with a hot startup company, Tom was tasked with expanding product distribution capacity. Using a combination of hardware tools, software and new process dynamics he was able to increase production and distribution of a product by tenfold while reducing manpower by 50%. With continued monitoring of the new system, that capacity was incrementally increased with no additional staffing, instead redirecting existing manpower to other areas. As president of one of the largest international franchise groups software division, Tom developed systems to centralize and automate collection of fees and return blind benchmark data for all the key performance indicators. The result was better cash flow across the system and standardized reporting. Locations were able to compare themselves by market size, revenue, location or other demographics to their peers and create an energetic, competitive environment for the entire system.