Managed International Distributed Teams. Created multi-corporation development teams to pursue industry-wide projects with team members and budget donated by Digital, IBM, HP, Apollo, MIT. Led cross-functional collaborative development of corporate architectures with team members and budget donated by groups across engineering, product management and marketing. Managed cross-engineering collaborative development teams to pursue projects of common corporate interest with team members and budget donated by groups across software and hardware engineering. Attracted multiple complete startup company executive teams.

Drove long-term global market and industry changes to create new market opportunities and undermine competition. Creating industry standards based on Digital “commodity” technologies broadened the market-share for value-added products based on those technologies from Digital installed based to the entire industry.

Drove revenue growth through innovative lead generation strategies. Secured access to customers and proofed enterprise software products through industry consortia projects. Gained access to automotive, aerospace, heavy equipment and defense markets through industry-specific joint venture project with Caterpillar, Ford, GM, Boeing and Kodak. Closed sales with Fortune 500 customers, including Caterpillar, Microsoft.

Driving markets to excellence winnowed out less capable vendors and focused competition for Digital. By standardizing the basic functionality of Digital's and competitors' offerings, value-added features of Digital's products were highlighted and more clearly differentiated. Using open source software efforts to deliver commodity functionality hobbled the revenue streams of competitors with narrower visions.

Created MegaScan company turnaround plan. Refocused WebEnable from low-margin middle-ware technology to high-margin business solutions. Spun out Wireless Commerce Automation from WebEnable to open new revenue and capital opportunities.

Programmed revenue and growth-driven Excel corporate business models fed by growth and market analysis-driven revenue planning models. Developed business plans, marketing, event, press, sales, product and engineering strategies and tactics.

Cultivated external sales and marketing relationships to fill sales pipeline with lowest up-front cost. Cultivated key account relationships, including Caterpillar, Emerson Electric, Kodak, MacNeal Schwendler, Intellify, HP. Develop relationships with analysts and press to position company within market.

Researched market and customer needs to develop product requirements. Delivered complete multi-tier product-line plans, including competitive analysis, market analysis, competitive positioning, competitive strategy, product requirements, product road-maps, ROI requirements, pricing models and launch strategies.

While competitors and customers believe in standards that are fair, impartial and open, a company's competitive interests are more often met by seeking unfair, proprietary and closely controlled advantage. The open standards process is valuable to a company in building a positive market reputation and building a community of potential customers. The challenge is to lead standards in a fair, impartial and open manner while internally pursuing an aggressive competitive strategy.