High tech startups, as well as new technology teams within more mature organizations, spend almost all waking hours developing technology and have time for little else.  These teams are encouraged to stretch the runway as far as possible, exacerbating the problem.  Product realization priorities often take a back seat.  

But customers buy products – not technology;  products - not promises.  

My forté is “Business Realization,” leveraging an extensive development, marketing and operations background to systematically reduce technology risk, quickly launch the company into its most attractive markets and credibly build shareholder value.  A seasoned high tech industry executive with hands-on experience, my career spans telecom equipment, semiconductors, and with recent focus on e-commerce, optical networking subsystems and photonic components. 

Reflect for a moment.  A startup is not a bed of roses.  It can be very frustrating to CEO's, Board Members, and investors.  All to often they lament:

• "I'm disappointed with the lame excuses for lack of progress."

• "Company has a fine group of bright PhD's, but there is no experienced leadership.  They are floundering and the money is running out."

• "When will they finally launch the product so we can plan for a real success event?"

My role: instill the "discipline of execution" blending strategy with pragmatics, energizing people and achieving agreed to results.  Or more simply put"

            GET THE PRODUCT OUT AND SATISFY CUSTOMERS!

Allow me to share my experiences with Continuum Photonics, a recent challenge.  Continuum received $34 million in three rounds of VC financing.   Founded by a bright group of PhD's from MIT, the team of over 50 was well credentialed but seriously lacked real world experience.  For the three prior years, they tried but were unsuccessful in designing and launching its first product, an optical switch.  What they had could best be described as an R&D prototype.

My challenge: bring together the Engineering, Marketing and Manufacturing departments, quickly produce a Market Requirements Document, create the Product Plan and convince everyone that it could be accomplished on a very aggressive schedule - not the least of which were the investors.

New processes and disciplines were established, each functional area was stretched to find ways to ensure that the First Articles (optical subsystems, electronics, embedded control, network management and chassis) would work the first time and could subsequently be released to manufacturing.  The Project Plan, once agreed, was printed and covered one wall of a conference room commandeered as the War Room.  Proposed changes (blocking and tackling) were marked in color.  However, no slips were allowed!  "Recovery plan" was the new phrase in everyone's vocabulary.

Results achieved with this newly energized and focused team:

• First Articles worked the first time.

• Product family passed all certifications.

• Results delivered on schedule.

Continuum achieved its success event - merger with Polatis, its UK-based competitor.  All this was achieved in only eleven months!

It dismays me to see bright professionals with market disruptive ideas waste precious time and capital due primarily to inexperience.   

Is this the time for your company to begin to address its critical transition from a research and development team to a highly focused and energized product launch organization? 

I can help guide you and your management team to success. Let’s begin the process today!   

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