lance dumigan portfolio sa_p

Lance Dumigan

A portfol io of

L e a d e rs h i p

I n n o vat i o n

S a l e s M a n a g e me n t

B u s i n e s s D e ve l o p m e nt

58 Reddick Lance, Rochester, NY 14624

www.linkedin.com/in/lancedumigan

585.738.9947

[email protected]

Lance DumiganInnovation Leadership

Product MarketingSales Management

Product Marketing• Directed the development of the messaging for four (4) markets comprised of seven (7)

communication pieces.

• Constructed the strategic plan to identify and secure the top customers in each segment.

• Led the development of a product architecture to capture a $210 million TAM.

• Authored the feature article of a leading industry magazine with a circulation of over 350,000.

• Created a program to mitigate the deterioration of market share to reduce cannibalization.

• Identified, created and developed a business plan to increase service revenue by 23%.

• Redirected a company toward a market that best leveraged the company brand.

• Achieved 258% ($2.58M) of revenue objective.

• Captured $4M in new business within the first six months.

• Resurrected $250K opportunity previously considered dead.

• Negotiated a 15% margin increase in a $3.5M opportunity.

• Opened two territories resulting in over 400% activity increase and a 85% increase in revenue.

Sales Management

• Rochester Institute of Technology

• Kate Gleason College of Engineering

• Bachelor of Science in Electrical Engineering

• E. Philip Saunders College

• Managing Innovation and Product Commercialization

• Leadership and Strategic Growth

Education

Military• United States Navy

• Lieutenant Commander managing 63 maintenance professionals

• Aviator of a P-3 Orion; Plane Commander and Mission Commander

• 3500 hrs. flight time

• Armed Forces Expeditionary Medal

Manufacturing Aerospace and Defense Capital EquipmentTelecommunications & Communication Systems

(Front)



585.738.9947

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Lance Dumigan

The First Debit Card; Activation at the Point of Sales

A New Design in Semiconductors; Making Appliances Smart ~ IOT

Remaking a Brand; Focusing the Strategic Alignment on the Main Segments

Transportable Communications; Leveraging Brand, Product, and Timing

Creating an Opportunity in a Down Market

Elevating the Company Profile; Coordinating with Marketing Leaders

Product Development

Product Marketing

Sales

• Product development manager for a the first real-time activation of debit cards using the bank card model of central authorization and remote activation enabling retailers to see an enormous increase in revenue and profits.

• As the sales engineer I saw a unique opportunity. I wrote the business plan to leverage customers’ excess inventory and the company’s storage capabilities to reduce the customer TCO and generate high margin revenue.

• Start-up company. Led the marketing in developing a ASIC that would enable everyday appliance to be connected to, and controlled through a Wi-Fi network; safely and securely.

• While accountable for sales, I led a three-year old start-up in defining their brand, key market segments, go-to-market strategy, messaging, collateral and social media communications strategy.

• While accountable for sales, I sought out the editor of a major industrial magazine. I negotiated a “by line” article placement, the cover image and the lead story. This generated industry interest in the company across the industry.

• Originally focused on three other markets I redirected the company toward a market that was in great need of portable, transportable communications systems. Successfully leveraged the product brand and capabilities.

• Developed the business case and the business plan to transformed a non-profit program into a B Corp with a Triple Bottom Line (TBL) that would support the parent company mission and revenue gap.

• Immediately following “9/11” the defense contracting community was swelling with requirements and ham-strung with new travel restrictions. I identified an opportunity to solicit outsourced work and mitigate the travel challenges on DOD primes.

SkillsProjects

(Back)

Filling a New Market Niche with Engineering Services

Business Transformation; A Profit-Based 501 (C) 3

Opportunity The mission of the P-3 Orion aircraft and crew was

diverse and challenging. Operating out of foreign

military and civil airfields the tasking could be Anti-

Submarine Warfare (ASW), Search and Rescue (SAR),

Open Ocean Surveillance (OOS), and all of those

missions act as the Scene of Action Commander

(SAC). It had a crew of twelve (12) men that were

led by a PPC/MC (Patrol Plan Commander/Mission

Commander.

Solution Lead a P-3 Orion crew as the PPC/MC with ultimate

responsibility of the safe and orderly conduct of the

flight and execution and acquisition of the mission

objectives.

I led 63 aircraft maintenance specialists and junior

officers ensuring each aircraft was safe for flight, and

fully mission ready.

Result These were the formative years of my professional

life. I learned the value of leadership by example and

balancing direction and compassion. I became

acutely aware of the value of team work and team

cohesion; everyone plays a key roll.

US Navy Commander and AviatorLeader, Mentor, Manager



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Opportunity Prepaid calling cards were being stolen as they

had real cash value from the time they were

manufactured. As a “hot product” the cards had

to be counted as cash and could not be openly

displayed.

Solution All other attempts by the industry were

cumbersome and inelegant. We built system to

activate prepaid calling cards at the point of sale

(POSA-Point of Sale Activation) in real-time. The

cards were activated electronically though a

countertop "credit card machine" or through a

properly configured integrated cash register

(multi-lane grocer).

Result Sales skyrocketed. Financial losses were

eliminated and retailers could create a secure

cash flow from this hot product with very little

risk.

Today This centralized electronic and instantaneous

authorization of prepaid (stored value) cards

was the forerunner of what is now an

everyday product; the gift card.

The (very) First Debit Card, Point of Sale Activation



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Opportunity Capitalize on the new and promising smart

appliance market. The challenge was

getting the device into the hands of the

“early adopters” that drive innovation.

Solution Reach the early adopter market segment;

private, contract and corporate R&D

businesses (units), and product

development groups. In conducting

extensive research using primary and

secondary source materials with direct

customer contact (VOC), I created a three

and, a five-year revenue projection (pro-

forma) that was included in the marketing

and sales plan I developed.

Result The marketing and business plan was the

basis upon which the company won a local

business plan competition and received

their initial Angel funding.

A New Design in Semiconductors



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Opportunity A third-year start-up needed a cohesive marketing

plan to increase market penetration and grow

revenue.

Solution I performed extensive research in developing the

branding a unique value proposition. Specific

messaging was created for each target market.

Engaged and directed freelance talent to develop

the creative content and refine the messaging.

Breakthrough communications tools we

developed; one core communication piece, four

market-specific data sheets, three technology-

specific data sheets, sales presentations and a

white paper—all within six months.

Result This set the stage for sustained growth and had an

immediate energizing affect on the sales channel

along with an dramatic increase in activity, morale,

and renewed assertiveness in selling Dau products.

Target Marketing for Sustained Growth



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Opportunity A telecom equipment manufacturer (TEM)

planned to diversify into three outmoded

markets. After significant research I discovered

that the product did not present a unique

differentiation in those markets.

Solution The attributes of the system made it ideal for an

untapped category of communications

equipment. Emergency management teams

needed a communication systems that could be

dropped into a disaster area that integrated

satellite, radios, cellular (GSM) phone service,

standard telecom and VOIP communications.

Result This “system of systems” was immediately

recognized as a highly unique solution for

transportable communications. Several

governments and NGOs took advantage of this

system, most notably in disaster relief after the

earthquake that devastated Haiti.

Product Development, Transportable Communications



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Opportunity The company was reliant on one program of the

US Navy and needed to expand into a new

market to create a stronger P&L outlook and

sustainable cashflow. Concurrently, post “9/11”

attacks, air travelers were faced with a dramatic

change in traveling. Defense spending was

increasing rapidly. Travel delays were negatively

impacting project development for DoD primes.

Solution I developed a portfolio of services that

appealed to these defense contractors. By

focusing on a specific territory the prime

contractors could outsource work and support a

one-day round-trip to hold regular project

meetings without incurring the new air travel

restrictions and additional costs incurred.

Result Approximately forty defense contractors were

identified and contacted using a focused

marketing program, with a unique value

proposition. This offering required no additional

investment by leveraging organic talents and

capabilities. This resulted in an immediate

positive impact in revenue.

Filling a New Market Niche with Engineering Services



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Opportunity The economy was in a rapid decline and our

customers needed to consolidate

operations by closing locations resulting in

an excess of POS inventory. The excess POS

equipment needed to be stored and the

internal and external (third-party contracts)

support needed to be realigned to support

the customer’s new footprint.

Solution Understanding the customers’ need for

100% availability amid the existing market

and financial pressures I developed a

service offering that contained geographic

relocation of excess assets, depot level

service, and storage of unused POS

equipment. No additional capital was

required to implement this offering.

Result The initial offering (Beta) customers eagerly

pursued the offering. The business plan I

developed was estimated to bring in $1.1M

in the first 12 months of operation.

Creating an Opportunity in a Down Market



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Opportunity As a result of the Telecom Act of 1995 the

competition to take market share from legacy

telephone service providers was fierce. The

industry was flooded with upstart telecom

providers. Our company had the infrastructure,

processes and capacity to capture important

territories that were cost prohibitive for most

telecom upstarts to access.

Solution I developed and executed a territorial

expansion plan using my knowledge of the key

processes to capture customers from legacy

telephone companies; a deep understanding of

the technology involved; and knowledgeable of

the geographic market we intended to serve.

Result The company’s territory grew an additional

150% and revenue and profitability (EBITA)

grew by more than 75% in one year

Regional Expansion, Leveraging Corporate Knowledge



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Opportunity The telecommunications infrastructure and

options available to businesses was growing.

The cost and complexity was growing even

faster. Managing multiple vendors was

increasing chaotic, confusing, and expensive for

customers.

Solution I led a team that developed and sold a solution

that allowed a business of any size to reduce the

cost of acquisition, configuration, and support

by offering the equipment, installation, support

services, and financing from a single provider of

telecom and data services, equipment (sales and

service), and financing.

Result This solution proved to be a highly disruptive

force in the marketplace. It challenged

competitors in all three areas: telecom service

providers, equipment providers, and financers.

As the first company to offer this package we

created a new business category which resulted

in greater market share and unprecedented

customer retention.

Relieving Customer Pain; One-Stop-Shop



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Opportunity The industrial induction heating power supply

industry was rich with competition.

Manufacturers were interested in making parts

that utilized induction heating and automation.

There was an acute need for a machine builder

that could implement induction heating and

achieve the necessary production results.

Solution Developing a business plan and value proposition

with tenacious sales execution, I engaged two

independent sales representatives in territories

that held the highest potential. I developed a

representation agreement with the two

representatives that promoted collaboration and

eliminated channel conflict. I authored an article

in the leading industry periodical Industrial

Heating in May of 2013 (cover shown here).

Result I increased the company sales by nearly 100%

over a 12 month period (YoY) and achieved 258%

of my goal as well as increasing the

representatives’ sales by approximately 75% over

the previous agreement.

Elevating the Company Profile, Internationally



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Opportunity A 501 (C) 3 was under extreme financial pressure. As

government-subsidized payments became more

difficult to redeem, personal and corporate

contributions became more difficult to acquire, and

the administrative requirements were growing. A

new plan was necessary. A new way of doing

business was required.

Solution I designed a new organization under the 3P principal

(People, Planet, Profits) or “Triple-Bottom-Line”.

What began as a program within the 501 (C) 3

became a separate corporation whose purpose and

mission aligned with that of the 501 (C) 3 and the

profits went to the 501 (C) 3. The new corporation

was a matrix of different business units (BU). Each

BU had a specific offering and P&L.

Result The board approved the plan. Greater productivity

and local business engagement ensued.

Business Transformation; A Profit-Based 501 (C) 3



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Lance Dumigan graduated from Rochester Institute of Technology with a

Bachelor’s of Science in Electrical Engineering. He began professional

career as a Naval Aviator and Officer. He commanded a P-3 Orion and a

crew of 12 men while managing a department of over 100 US Sailors. It

is where he developed his strong sense of integrity and accountability.

Mentoring junior officers, senior enlisted and junior enlisted. Leading by

example.

After his service in the US Navy he transitioned into the private sector.

Progressing through different industries, products and services as he

sought the most exciting and challenging positions that would have the

most positive impact with his employer.

Raised in a large family of small business owners, Lance grew up paying

attention to profitability, cash flow, the balance sheet. Keeping abreast

of the competitive environment and keenly focus on the voice of the

customer, his nature is to constantly look for opportunity and remain

continuously positive.

As a result, Lance brings a unique combination of a winning positive

attitude, collaboration, inclusiveness, engaging leadership,

entrepreneurialism, and the ability to combine technology, marketing,

and sales into an ecosystem that produces profitable revenue.

Lance Dumigan



585.738.9947

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BSEE

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