

Dynamic business development and product leadership professional with extensive experience in advanced sciences, engineered systems, and emerging technologies. Proven track record of driving revenue growth, expanding global markets, and improving profit margins across government and commercial sectors. Adept at sales engineering, product development, strategic partnerships, and guiding cross-functional teams in highly technical industries.
09/30/07, JS Hetherington, Business Performance, EOI Hetherington Team, We have just been informed that the government of India [BEL] has selected us again for an industrial furnace, the order will be received within 30 days. Northrop Grumman also confirms they will purchase another custom furnace for increasing production of night vision MCP intensifiers. At this time one year ago, I had left, and we had not shipped a furnace for over a year and had zero backlog. In the ensuing time, Eric has reestablished sales by closely directing our sales representatives and as a result, we recently have been booking almost every project that we desired and provided a proposal for. In fact, both customers in India already use other OEM furnaces which competed directly against us. It is a real uphill battle to convince end users to go away from the established OEM. And in the furnace business, booking two out of three is very high performance and you don’t get fired if you get only one out of three. Over the last 18 months, we have received 13 orders in a row, without a loss, this level of performance is almost unheard of. One could suggest that this success is because our prices are too low. We all monitor the results of price vs. cost and there have been two cases where we were low. One, in particular occurred early on, and was taken because we were starving and wanted to convert a used furnace that was in inventory to cash. Another was because we saw the order as an opportunity to develop a new product line and we took that order at the lowest acceptable profit level. The result was multiple high profiting furnace sales using that marketing opportunity. Two recent orders are currently the highest profit margin furnaces builds in the division’s history. I don’t think we had higher PM in all of Hetherington furnace history. Our prices have been averaging on the high side as customers are paying a premium to have our furnaces. This remarkable success has been accomplished with minimal literature, a mediocre website, no recent papers at technical societies, no publications, limited advertising budget, and an obviously understaffed sales department. Instead of busying himself working on all of these textbook weaknesses, Eric flew a half-million miles to remain focused on our customers. We have been successful because of great sales skills and because we have an excellent team, who bring their skills to the job and work competently hard every day. The result is superior equipment, our most recent exemplified by our customer here in Santa Barbara, Ca. (Lightning Protection Corp.) who report that since our system became operational, every part in production has been perfect [this is the first time in 40 years of their production!]. Ours is a difficult business. To survive at all takes a lot of cooperation; to succeed requires total team participation. We are doing things right…. let’s continue to build Hetherington back so that customers will keep hiring us to produce their technology enabling products. JSH Master Representative, Consultant