• Raised ~ $100 M (Debt and Equity)
• Created $100 M Business (from zero)
• Multi-Billion Dollars Strategies Implemented
• 3 Complete Business Turnarounds
• 5 Exits
• Acquisitions in addition to the 5 Exits
• IPOs
• Dominant 70% Market Share (vs. much larger competitors)
• 85% Gross Margin Creation
• 40% Operating Margins Creation
• Success in multiple markets.  Love learning new markets.

With a robust board-level track record spanning over 20 years, Dave brings extensive governance expertise derived from serving on the boards of 7 diverse public and private companies. His notable board roles include:

Public Companies:

• PLX Technology: Director
• One Stop Systems: Director, Audit Chair

Private Companies:

• Kilopass: Chairman
• Actovate: Chairman
• ASSIA, Inc: Observer
• Simblee: Advisory
• Magma: Advisory

Dave has actively engaged in various capacities while serving on these boards, including Chairman, Audit Committee Chair (qualified since a 2X Public Company CEO), Nomination & Governance Chair, and participation in Compensation Committees and Special Committees.

Dave is interest in undertaking 1-2 additional board roles. This commitment extends to both public and private companies, where he aims to contribute his strategic insights and hands-on involvement. Dave is highly engaged and invested board member, committed to dedicating the necessary time and effort to propel each associated company forward.

With an expansive career spanning over 25 years, Dave brings executive-level expertise to the table, having held key leadership roles in 13 distinct positions across 8 diverse companies. His experience extends to the C-Level and Senior Management echelons, encompassing a spectrum of companies ranging from pure startups to those with revenues scaling up to $10 billion:

• One Stop Systems: CEO, President, Director
• PLX Technology: CEO, President, Director, EVP/GM, VP Marketing
• ASSIA, Inc.: President, COO, Interim CFO, Director
• Broadcom/Avago: VP/GM
• Home Bay: COO
• Pericom Semiconductor: VP Marketing
• Actovate: Founder/CEO, Director
• WSI: GM, VP Marketing & VP of Sales

Dave is actively seeking additional opportunities in advisory and consulting capacities, open to interim roles, and potentially considering long-term management positions for the right opportunity. This wealth of C-Level and executive-level experience positions him to provide valuable insights and strategic guidance across a spectrum of business scenarios.

With over 20 years of experience at the senior management and board levels, Dave has collaborated with exceptional teams in NASDAQ-listed companies spanning a range of sizes, from $40 million to over $10 billion in sales. His impactful roles include:

Senior Management:

• One Stop Systems: CEO, President
• PLX Technology: CEO, President, EVP/GM, Business Development (M&A), VP Marketing
• Broadcom/Avago: VP/GM
• Pericom Semiconductor: VP Marketing

Board:

• One Stop Systems (OSS): Audit Committee Chair, Nominating & Governance Committee
• PLX Technology: Director

With a wealth of experience spanning over 25 years, Dave has demonstrated his leadership prowess in a variety of private companies, from pure startups to those boasting approximately $50 million in revenue. His impactful roles include:

Senior Management:

• Actovate: CEO, Founder
• ASSIA, Inc: President, COO, CFO (Acting VP of Sales & Marketing)
• Home Bay: COO/Advisor
• WSI: GM, VP Marketing, VP Sales

Board:

• Kilopass: Chairman
• One Stop Systems: Director (before the IPO), Audit Chair, Nominating & Governance Committee
• ASSIA, Inc: Observer
• Simblee: Advisory
• Actovate: Chairman
• Magma: Advisory

Dave’s commitment to leveraging his experience extends beyond his roles in senior management and on boards. His extensive skills not only address the immediate needs of private companies but also strategically prepare them for the possibility of going public in the future.

Experience and pleasure of conducting business throughout the world but especially:

1. United States
2. Europe
3. China, Japan, Taiwan, Korea, Thailand, Singapore, Malaysia
4. Australia, New Zealand
5. Canada/Mexico

Open to consulting/advisory work and board roles worldwide.

Dave’s extensive professional journey spans a rich tapestry of markets and industries, showcasing a remarkable breadth of experience. This diverse exposure not only underlines adaptability but also positions him as a versatile leader or advisor capable of navigating various business landscapes.

Markets and Industries Encompass:

1. SaaS (B2B, B2C):
   • Expertise in Software as a Service, addressing both Business-to-Business and Business-to-Consumer models.
2. Software:
   • In-depth understanding of the software landscape, encompassing various applications and solutions.
3. AI Platforms for the Very Edge:
   • Pioneering work in the development and application of AI platforms at the cutting edge of technology.
4. Semiconductors:
   • Comprehensive knowledge across a spectrum of semiconductor domains, including CPU, GPU, MCUs, Flash, SRAM, EPROM, Switching, Networking, Timing, Programmable Logic, Analog, USB, Disk Drives, Simple Logic, Bridges, and Storage.
5. Wi-Fi in the Home:
   • Insight into home Wi-Fi technologies, addressing connectivity needs within residential spaces.
6. High-Speed Internet to the Home:
   • Experience in delivering high-speed internet to homes, spanning Fiber, DSL, and Cable technologies.
7. Telecom:
   • Engagement with the telecommunications sector, understanding the complexities of modern communication networks.
8. IP for Semiconductors and Networking:
   • Specialization in Intellectual Property (IP) for semiconductors and networking applications.
9. High-Performance Computing (GPU/GPU):
   • Involvement in the dynamic realm of high-performance computing, including Graphics Processing Units (GPU) and General-Purpose Computing on Graphics Processing Units (GPGPU).
10. IoT (ICs, Software, End Products):
    • Contributions to the Internet of Things (IoT), spanning Integrated Circuits (ICs), Software, and End Products.
11. AI/ML for Real Estate:
    • Pioneering the application of Artificial Intelligence (AI) and Machine Learning (ML) in the real estate sector.
12. Real Estate by Owner:
    • In-depth knowledge of real estate dynamics, particularly in owner-centric models.
13. Property Management:
    • Understanding the intricacies of property management, an essential aspect of real estate.
14. Vacation Rentals:
    • Navigating the unique challenges and opportunities within the vacation rentals market producing top revenue generating homes.
15. AI/ML for Pharma:
    • Applying AI and ML to pharmaceuticals, exploring innovative solutions in the healthcare sector.
16. Photography & Video Production:
    • Insight into the realms of photography and video production, understanding the technology and market dynamics.

Dave penchant for exploring new markets is not just a professional attribute; it’s a passion. While market expertise is valuable, his approach emphasizes the broader fundamentals and strategies of business. This fresh perspective, coupled with a wealth of experience, positions us as a valuable asset capable of offering insightful perspectives beyond the confines of market-specific expertise.

While the day-to-day operations of your organization may not currently hinge on governance, neglecting this critical aspect could lead to regret down the line. As your company grows, so does the potential for risks, and external entities may scrutinize your governance practices, seeking vulnerabilities for various objectives such as activism, board seats, proxies, or potential legal matters. Over the past 20 years, Dave has navigated through these challenges, and his experience underscores the significance of proactive governance measures.

Facing risks is an inevitable part of business, but having a robust governance framework acts as a shield against unforeseen complications. Whether it’s an activist campaign, a pursuit for a board seat, proxy challenges, or legal actions, the clarity provided by good governance can be your strongest defense.

Consider the scenario of a 10-hour deposition – an experience that becomes significantly more manageable when your organization boasts clean governance. A well-structured governance strategy ensures consistency in your responses, making communication straightforward and reducing the potential pain associated with legal proceedings.

The importance of addressing governance is not just about immediate concerns; it’s an investment in the long-term resilience and reputation of your organization. Dave, brings a wealth of experience, having collaborated with 14 different boards over the past 22 years. His involvement in governance committees, including serving as committee chair, reflects a commitment to reviewing, improving, and implementing effective governance practices.

The crux of effective board interaction lies in a strategy that prioritizes transparency and balance. By maintaining openness in communication, a symbiotic relationship between the board and the management team is cultivated. It’s essential to go beyond merely sharing positive news; a well-thought-out board presentation entails balancing achievements with areas that require attention or potential challenges on the horizon. This deliberate approach communicates a commitment to transparent communication, acknowledging that not everything is always rosy. When leaders present only the positive aspects, it tends to make board members uneasy, prompting them to challenge the presenter or communicator.

Successful board presentations are not just about showcasing accomplishments; they are an opportunity to foster a collaborative dialogue that acknowledges both successes and challenges. This approach strengthens the partnership between the leadership and the board, ultimately contributing to more informed decision-making and a more resilient organization.

With a rich tapestry of experience spanning over 25 years, Dave has had the privilege of collaborating with and learning from exceptional leaders and board members. This journey involves actively participating in numerous board meetings—both as a presenter in roles such as VP, COO, President, and CEO, and as a board member on the receiving end of presentations.

As the CEO of two different public companies, Dave lead the strategy and the writing of the quarterly earnings calls.  An effective script is an art.

Dave has experience in putting together successful advisory boards from nothing.  This includes defining the objective, searching for advisors, implementation of role/expectations, and interface with the team.

Effective management presentations for M&A and investor meetings are a critical linchpin in shaping perceptions and garnering support. Crafting these presentations demands meticulous planning to weave a compelling, believable narrative that is substantiated with robust data and illustrative examples. The art of these presentations lies not just in their length but in their ability to distill complex information into a concise, impactful story.

Experience speaks volumes, and with a track record encompassing over 20 transactions as well as countless investor meetings, Dave has been at the forefront, serving as the main presenter, storyteller, and architect of these pivotal presentations. This journey has spanned both full-time senior roles and advisory positions, providing a comprehensive understanding of the nuanced approaches that yield success and the pitfalls to avoid.

These presentations are not merely a string of information; they are an opportunity to convey a vision, instill confidence, and align stakeholders with the strategic direction of the organization. The delicate balance between brevity and substance is a key theme, ensuring that the core story remains focused and impactful without dilution.

The depth of experience informs a strategic approach to crafting presentations that resonate with key stakeholders, whether it’s during M&A negotiations or in addressing the expectations of shareholders. Each presentation is an opportunity to shape perceptions, inspire confidence, and drive the narrative towards a successful outcome.

In his extensive career in senior management and board roles, Dave has encountered shareholder activism on multiple occasions, providing valuable insights into the dynamics and strategies employed by activist investors.

Key Experience – PLX and Potomac:

In 2013, during his tenure as President and CEO of PLX, Dave faced a significant challenge when Potomac, led by Eric Singer, unexpectedly filed a 13D. This initiated a series of discussions and negotiations with Singer and other shareholders who joined forces in acquiring shares. The experience allowed Dave to witness firsthand the various tactics employed by activists, unveiling the intricacies of their “playbook” to gather information and exert leverage on the board and management team.

Proactive Engagement and Integration:

The activism scenario evolved into a proxy contest and resulted in the integration of three Potomac-appointed board members onto the PLX board. Dave played a pivotal role in ensuring a productive integration and fostering functionality within the new board team, emphasizing the need to move forward collaboratively.

Ongoing Consultation and Learning:

Since the PLX experience, Dave has actively consulted and advised on the topic of activism. His commitment to continuous learning includes personal investments in multiple training sessions, including an executive course at Stanford on Board Governance, with a specific focus on activism.

Business Reality:

Shareholder activism is an integral part of the modern business landscape. Dave recognizes that, despite varying opinions, activists may raise valid points at times. Ignoring this reality is not a strategic option.

The Importance of Preparation:

Dave advocates proactive preparation for potential activism, emphasizing the significance of learning from someone who has navigated through such challenges multiple times. Taking action today to decrease the likelihood of becoming a target is a proactive step that can significantly benefit a company.

In a notable chapter of Dave’s executive journey, he faced a proxy contest initiated by an activist shareholder and his coalition of short-term investors during his tenure at PLX. This experience, while challenging, provided valuable insights and lessons that can be instrumental in fortifying any company against potential proxy battles.

Specifics of the Proxy Contest at PLX:

• Failed Negotiations: Initial attempts to negotiate a seat on the PLX board with the activist shareholder and their group were unsuccessful.
• Challenging the Board: The activist group opted for a proxy contest, presenting a slate that included 5 existing PLX shareholders including Dave and 3 of their nominees.  Their target was to replace the Chairman and others that had been on the board for an extended period of time.
• Collaboration with Key Players: Dave and the board engaged with influential entities such as ISS, Glass Lewis, and other shareholders during the contest. This collaborative effort contributed to a deeper understanding of effective strategies and potential pitfalls.

Drawing from this real-world experience, Dave can offer invaluable guidance to companies looking to fortify their positions against potential activism and proxy contests. His expertise goes beyond theory, providing practical insights that can be applied to enhance preparedness.

A robust market strategy is the compass that guides an organization through the dynamic landscape of business. It’s not just a plan but a dynamic framework that shapes the trajectory of success. A well-thought-out strategy should encompass a deep understanding of the market, a clear vision, and a tactical approach that aligns with the organization’s objectives. Flexibility and adaptability are key as markets evolve, demanding strategies that can pivot in response.

Dave believes crafting a resilient market strategy requires more than just foresight; it demands a commitment to best practices and well-defined processes that stand the test of evolving markets. Here’s how he approaches the development and implementation of market strategies:

Understanding the Market Landscape:  A successful market strategy begins with a deep understanding of the market. Dave emphasizes this thorough market research to identify trends, customer needs, and competitive landscapes. His approach involves analyzing data, conducting market surveys, and leveraging industry insights to ensure your strategy is rooted in a comprehensive understanding of your business environment.

Vision and Tactical Approach:  A clear vision is the cornerstone of any effective market strategy. It is important to articulate a compelling vision that aligns with their organizational objectives. This vision serves as the guiding star, informing the tactical approach needed to achieve strategic goals. This approach is not a one-size-fits-all solution; it’s tailored to an organizations unique strengths, challenges, and market dynamics.

Flexibility and Adaptability:  Markets evolve, and so should a strategy. Flexibility and adaptability are embedded in his strategic processes. Dave emphasizes the importance of regularly reassessing and refining strategies to ensure they remain relevant in the face of changing market conditions. This iterative approach allows for quick pivots and potential capitalization on emerging opportunities.

Integration of Technology and Innovation:  In today’s fast-paced business environment, technology and innovation are key drivers of success. This approach involves integrating cutting-edge technologies and fostering a culture of innovation within the organization. This ensures that the market strategy not only keeps pace with industry advancements but also positions the company at the forefront of technological innovation.

Metrics and Performance Evaluation:  A successful market strategy is measurable. Establishing key performance indicators (KPIs) that align with strategic objectives. Regular performance evaluations help track the effectiveness of the strategy, identify areas for improvement, and celebrate successes. This data-driven approach ensures that the strategy remains on course and adaptable to changing circumstances.

With over 25 years of experience spanning diverse roles from VP of Marketing to CEO, Dave understands the vital importance of a solid market strategy. It’s about more than just a roadmap; it’s the foundation upon which successful business endeavors are built.

Dave’s accomplishments highlight the impact of strategic thinking on business success. His role in propelling the PCI Express Switching business to over $100M in annual revenue and a market share of 70% exemplifies the transformative power of a well-executed market strategy. The subsequent acquisition by Broadcom/Avago, rumored to have turned it into a $250M business, further underscores the enduring success of the strategic approach.

Another testament to the strategic prowess is the implementation of a new vision and plan for OSS, positioning the company to tap into a multi-billion-dollar opportunity. The focus on providing ultra-high-performance AI platforms at the forefront of technology showcases the foresight and adaptability inherent in a strategic vision.

His influence extends to diverse sectors, from contributing to the success of Programmable System devices at WSI to driving gross margin enhancements and focus at Pericom. Additionally, his pivotal role at ASSIA in establishing a leading position in Wi-Fi Management Software reflects strategic agility in navigating crowded markets.

The consistent commitment to strategies geared towards major account victories and market domination defines our his track record. This commitment, coupled with the ability to deliver tangible results, reflects not just strategic acumen but a leadership prowess that has translated into success across diverse business landscapes.

In the intricate realm of strategic planning, the implementation and execution of a business plan are the linchpins that transform a vision into tangible success. Dave recognizes that a solid business plan is more than a static document; it’s a dynamic blueprint that requires meticulous processes and thoughtful execution strategies. Here’s how Dave’s approaches the implementation and execution of business plans:

1. Detailed Action Plans:

Our methodology involves breaking down strategic goals into detailed action plans. Each plan is a roadmap, outlining specific tasks, timelines, and responsibilities. This granular approach ensures that every aspect of the business plan is translated into actionable steps.

2. Continuous Monitoring and Adaptation:

Business landscapes evolve, and successful execution requires continuous monitoring and adaptation. We implement robust tracking mechanisms and regularly assess progress against predefined metrics. This allows for agile adjustments to the plan, ensuring it remains relevant and effective in the face of changing circumstances.

3. Stakeholder Alignment:

Successful execution is contingent on the alignment of all stakeholders. We facilitate communication and collaboration among team members, ensuring everyone understands their roles and responsibilities. This alignment fosters a unified effort towards the common goals outlined in the business plan.

4. Risk Mitigation Strategies:

Anticipating and mitigating risks is integral to successful execution. Our approach involves a thorough risk assessment, identifying potential challenges, and developing proactive strategies to address them. This foresight minimizes disruptions and keeps the execution on track.

5. Resource Optimization:

Efficient resource allocation is crucial for successful execution. We work closely with organizations to optimize resource utilization, ensuring that financial and human capital are directed towards initiatives that align with strategic objectives.

Dave’s Experience and Success Stories:

In his journey spanning over two decades, Dave has played a pivotal role in shaping and executing business plans that transcend mere objectives. Dave’s leadership roles as VP of Marketing and CEO have been marked not only by the creation of comprehensive business plans but by his hands-on involvement in their successful execution.

One notable success is his role in propelling the PCI Express Switching business to over $100M in annual revenue with a market share of 70%. The strategic business plan implemented under his guidance positioned the business for significant growth, culminating in a successful acquisition by Broadcom/Avago, ultimately turning it into a $250M venture.

His advisory role has extended beyond his leadership positions. As a trusted advisor, he has guided numerous companies in developing and executing their strategic roadmaps. This collaborative approach has yielded successes across various industries, showcasing the adaptability and effectiveness of our strategic planning methodologies.

Dave’s success in strategic planning is not a theoretical concept; it’s a result of understanding the unique needs of each organization, aligning objectives with a dynamic vision, and ensuring that the business plan created is not just a document on paper but a living, breathing guide for sustained growth and success.

Achieving a successful business turnaround is no small feat, often demanding a comprehensive strategy and the ability to navigate unique challenges. Invariably, the path involves more than just boosting sales; it requires a dual focus on increasing revenue while optimizing operational efficiency —an area where many leaders encounter difficulties. The key lies in making tough decisions regarding personnel and expenditures, addressing the situation head-on.

In Dave’s leadership roles, he has spearheaded three company turnarounds, each presenting distinct challenges and opportunities:

OSS: As CEO, orchestrated a transformative turnaround for this technology public company.  The result? Record revenues and profitability, a compelling multi-billion dollar strategic plan and vision, elimination of debt, $20M in cash reserves, while doubling shareholder value. Prior to this intervention, the company faced financial distress, lacked focus, and struggled for funds, requiring borrowing from the board to sustain operations.  Today, the company has a solid multi-billion dollar leadership strategy that should propel it to the next level.

PLX: Led this public technology company to its most profitable years in 2013 and 2014, a stark contrast to heavy losses the previous year. By boosting revenues, inspiring cost-cutting measures, divesting underperforming businesses, securing record design wins, and exclusively focusing on the company’s leading product line, we positioned PLX for success. Our strategy emphasized being the undisputed leader in the competitive semiconductor space, resulting in over 70% market share (90%+ for latest products) and a substantial increase in margins to ~60%.

ASSIA: Turned around a scenario of heavy losses, stagnant growth, and depleted cash reserves in 2016 to achieve 50%+ annual growth in 2017 and nearly 40% operating margins in 2018. This transformation not only drove record profits but also significantly reduced the company’s debt. The journey showcased our ability to revitalize a struggling enterprise, fostering substantial growth and financial stability.

With Dave’s hands-on experience spearheading successful turnarounds in various companies, he bring a wealth of strategic insight and practical solutions that can be deployed in other organizations.

In the dynamic landscape of the technology sector, achieving and maintaining healthy gross margins requires a comprehensive and collaborative approach that spans multiple departments. Dave firmly believes that success in this area lies in the collective ownership of operations, marketing, and sales.

Integrated Ownership:

1. Collaborative Culture:
   • Success in managing product costs and elevating gross margins necessitates a collaborative culture. When operations, marketing, and sales share ownership of this critical area, the entire organization works in harmony towards a common goal.
2. Cross-Departmental Mission:
   • Establishing a cross-departmental mission is crucial. The management team should articulate a shared vision that emphasizes the importance of driving costs down and optimizing spending to boost margins, revenues, and profits collectively.

Best Practices:

1. Continuous Cost Analysis:
   • Regularly analyze and reassess product costs. Embrace a culture of continuous improvement where teams collaboratively identify opportunities to optimize costs without compromising product quality or customer satisfaction.
2. Strategic Pricing:
   • Implement strategic pricing models that balance competitiveness with the need for healthy margins. Understand market dynamics, customer expectations, and the value proposition your product brings to determine optimal pricing strategies.
3. Efficiency in Operations:
   • Streamline operations for efficiency. Identify and eliminate inefficiencies in production processes, supply chain management, and resource utilization. Lean operations contribute to reduced costs and improved margins.

Dave’s focus on maximizing gross margins and managing product costs has yielded significant results for multiple companies. By instilling a culture of cost-consciousness and efficiency, he has contributed to driving costs and spending down while simultaneously elevating margins, revenues, and profits to record levels.

Results-Driven Approach:

• His approach is not just theoretical; it’s rooted in tangible results. By fostering collaboration and instilling a cost-conscious mindset, he witnessed transformations where companies achieve new heights of financial success.

In conclusion, the path to sustained success in gross margins and product costs requires a holistic and collaborative effort.

Recognizing the indispensable role of metrics, KPIs, and targets in monitoring and enhancing organizational performance is universally acknowledged. This crucial aspect is intertwined with accountability—a cornerstone of successful business management.

Having witnessed both failures and successes in this realm, Dave has had the privilege of collaborating with diverse and talented individuals. The key to efficacy lies in meticulously establishing the right metrics, ensuring consistency and transparency, garnering the collective buy-in of the entire team, and seamlessly integrating them into daily operations and the organizational culture. Crucially, these metrics must align harmoniously with the overarching vision, mission, and strategic objectives of the company.

In addition to this, it is imperative to tether employee variable compensation to these objectives and the overall company performance. This alignment ensures that the entire organization, or at least the management team, is motivated by and accountable for achieving the outlined goals.

Creating an effective sales organization is a strategic endeavor that requires thoughtful planning and meticulous execution. The structure, roles, and processes you put in place can significantly impact your company’s success in the competitive market. Here are key best practices for setting up a thriving sales organization:

1. Clear Organizational Structure:
   • Define a clear hierarchy with well-defined roles and responsibilities. This ensures accountability and streamlines decision-making.
2. Strategic Role Allocation:
   • Allocate roles strategically based on individuals’ strengths, ensuring a harmonious blend of sales, technical sales, and customer support.
3. Impactful Commission and Bonus Plans:
   • Design commission and bonus plans that incentivize high performance, aligning individual and team goals with overall business objectives.
4. Metrics and Key Performance Indicators (KPIs):
   • Establish measurable metrics and KPIs to track and assess the performance of individuals and the overall sales team.
5. Geographical Considerations:
   • If applicable, strategically organize sales territories to optimize coverage and ensure efficient use of resources.
6. Cost Management:
   • Implement cost-effective strategies without compromising the quality and effectiveness of the sales team. Balance expenses with revenue generation.
7. Pricing Management:
   • Develop a robust pricing strategy that considers market dynamics, competition, and the value proposition offered by your products or services.
8. Design Win Funnel and Process:
   • Create a well-defined design win funnel and process to guide the team in securing key partnerships and opportunities.
9. Training and Development Programs:
   • Invest in continuous training and development programs to enhance the skills and knowledge of your sales team, keeping them abreast of industry trends.
10. Channel Management (Reps, Distributors, VARs):
    • If applicable, establish effective channel management strategies, including managing relationships with independent reps, distributors, and value-added resellers (VARs).
11. Customer Relationship Management (CRM) System:
    • Implement a robust CRM system to streamline customer interactions, track leads, and manage the sales pipeline efficiently.
12. Alignment with Company Goals:
    • Ensure that the sales organization’s objectives align seamlessly with the broader goals and vision of the company.
13. Customer-Focused Approach:
    • Foster a customer-centric culture within the sales team, emphasizing the importance of understanding and addressing customer needs.
14. Flexibility and Adaptability:
    • Design the sales organization with flexibility in mind, allowing for adaptation to changing market conditions and business requirements.

Dave’s journey began in sales, selling technical products such as semiconductors. His ascent to VP of Sales at a young age was a testament to his success and understanding of the sales process. While he transitioned into various leadership roles, his roots in sales remained a vital asset throughout his career.  He believes the CEO of the company needs to be the best salesperson.

In the realm of business, the race for dominance is won by those who secure victory at the major accounts. Dave is an advocate for a relentless focus on becoming the premier choice, the best in the market, rejecting the notion of settling for lower ranks in a vast market. His conviction is rooted in the understanding that the top suppliers, those who clinch major accounts, emerge as industry leaders, ensuring sustained success and profitability.

Why Winning at Major Accounts Matters:

1. Market Leadership:
   • Strategic Imperative: Securing major accounts positions a company as a market leader, establishing credibility and fostering trust among stakeholders.
2. Profitability:
   • Strategic Imperative: Major accounts often translate into higher-margin business opportunities, contributing significantly to the financial health of the organization.
3. Competitive Edge:
   • Strategic Imperative: Being the top choice at major accounts provides a competitive edge, setting a company apart from rivals and signaling superiority in products or services.
4. Sustainable Growth:
   • Strategic Imperative: Major accounts offer a foundation for sustainable growth. The relationships established can lead to long-term partnerships and consistent revenue streams.

The Pitfalls of Small-Account-Centric Strategies:

In a vast market, serving only small accounts may seem like a practical approach, but it carries inherent risks. Competing solely on price in smaller segments indicates a failure to create substantial value. Such a strategy is akin to a race to the bottom, where organizations undercut each other, eroding profit margins and jeopardizing long-term viability.

Challenges of Small-Account-Centric Strategies:

1. Price Wars:
   • Strategic Imperative: Engaging only with small accounts often results in fierce price competition, eroding profit margins and undermining financial sustainability.
2. Limited Differentiation:
   • Strategic Imperative: Without major accounts, a company struggles to differentiate itself, leading to a commoditized perception in the market.
3. Lack of Influence:
   • Strategic Imperative: Small accounts may lack the influence needed to shape industry trends or establish the company as a thought leader.

Dave’s Approach:

Dave embodies the philosophy of driving towards excellence and being the best in the industry. His commitment to major account success has yielded notable achievements across diverse sectors, most prominently in semiconductors, software and AI platforms.

PLX Technology (Now Broadcom):

• Objective: The team aimed high, targeting the top 5 suppliers in servers, networking, and storage.
• Success: Achieving an impressive 15 out of 15 major account wins resulted in an outstanding 70% market share.

One Stop Systems (OSS):

• Strategy: A new disruptive product strategy opened doors at key target accounts.
• Outcome: The team successfully penetrated major accounts, creating opportunities for substantial business growth.

ASSIA, Inc.:

• Objective: To rise above competitors in the Wi-Fi software optimization space by winning major and prominent designs globally.
• Success: Winning Charter Communications, Telefonica, and other major accounts established a leadership position, paving the way for increased market influence.

His success stories underscore the importance of setting objectives, crafting innovative strategies, and executing with precision to secure major accounts.

In the intricate landscape of business, particularly in industries like semiconductors, hardware and software, the significance of a well-thought-out Design Win program cannot be overstated. Dave understands that the journey from conceptualization to revenue realization hinges on effective design opportunities and strategic wins. Let’s delve into the essence of creating, managing, and maintaining a robust Design Win database, unraveling the process and best practices that pave the way for success.

The Strategic Imperative of Design Wins:

1. Revenue Generation:
   • Strategic Imperative: Design Wins are the gateway to revenue. Each successful win brings the company closer to financial prosperity and sustained growth.
2. Market Validation:
   • Strategic Imperative: Winning designs with key customers serve as a powerful validation of a company’s products or solutions in the market.
3. Competitive Edge:
   • Strategic Imperative: Accumulating significant Design Wins provides a competitive edge, showcasing the company’s technological prowess and market relevance.
4. Long-Term Partnerships:
   • Strategic Imperative: Successful Design Wins often lead to long-term partnerships with customers, fostering mutually beneficial relationships.

Process and Best Practices for a Winning Design Win Database:

1. Define Clear Objectives:
   • Strategic Imperative: Clearly define the objectives of your Design Win program. Understand the desired outcomes and align them with the overall business strategy.
2. Identify Target Customers:
   • Strategic Imperative: Identify and prioritize target customers who align with the company’s market positioning and growth goals.
3. Weight Opportunities:
   • Strategic Imperative: Assign weights to different opportunities based on factors such as market potential, customer influence, and strategic importance.
4. Realistic Product Schedules:
   • Strategic Imperative: Develop realistic product schedules that consider technological complexities, development timelines, and potential challenges.
5. Customer Ramp Rates:
   • Strategic Imperative: Factor in customer ramp rates, understanding the pace at which customers will adopt and integrate the products.
6. Adoption Assumptions:
   • Strategic Imperative: Make informed assumptions about product adoption, considering market trends, customer preferences, and competitive landscape.
7. Attractive Yet Realistic Expectations:
   • Strategic Imperative: Strive for attractive expectations that align with market opportunities while ensuring they are realistic and achievable.

Dave brings a wealth of experience in defining and modeling Design Win to revenue projects and plans. For over two decades, he has collaborated with diverse teams across various companies, applying a meticulous approach to the Design Win process.

Key Concepts and Success Stories:

• Balancing Realism and Attractiveness: His approach involves balancing realism and attractiveness in Design Win expectations, ensuring that the projected outcomes are not just enticing but also achievable.
• Data-Driven Decision-Making: Leveraging data-driven decision-making, we have crafted Design Win strategies that align with market dynamics, customer behaviors, and industry trends.
• Strategic Weighting: He has strategically weighted opportunities, prioritizing those that hold the greatest potential impact on revenue, market presence, and long-term partnerships.

Sales incentive programs stand as dynamic tools that, when meticulously designed, not only motivate sales teams but also strategically align with the broader goals of the organization. Dave has benefited from a wealth of experience and a nuanced understanding of the intricate balance required in developing sales incentive programs that drive exceptional performance while safeguarding shareholder interests.

Key Considerations in Developing Sales Incentive Programs:

1. Strategic Alignment:
   • Strategic Imperative: The foundation of an impactful sales incentive program lies in its alignment with the overarching strategic goals of the organization. His approach ensures that incentives are seamlessly integrated into the broader business strategy.
2. Holistic Performance Metrics:
   • Strategic Imperative: Dave is an advocate for a comprehensive set of performance metrics that go beyond traditional sales targets. By considering factors such as design wins, market share growth, and qualitative indicators, we create a balanced approach that contributes to overall business success.
3. Motivation and Retention:
   • Strategic Imperative: Beyond immediate motivation, his incentive programs address long-term retention strategies. He focuses on creating programs that not only inspire sales teams to achieve short-term targets but also foster commitment to sustained excellence.
4. Risk Mitigation:
   • Strategic Imperative: A well-designed program balances risk, ensuring that incentives drive positive behaviors without compromising the long-term health of the business.
5. Transparent Communication:
   • Strategic Imperative: Clear and transparent communication of incentive structures is fundamental. Programs should ensure that sales teams fully comprehend the criteria, fostering trust and commitment.

Sales training doesn’t have to be a painful experience. Whether it was in Soule, Korea or Boston, Dave has for 20 years, believed in transforming training sessions into dynamic, interactive, and impactful experiences that not only educate but also engage and empower your sales teams. Here’s why effective sales training is crucial and how he redefines the learning process:

Why Effective Sales Training Matters:

1. Knowledge Retention:
   • Strategic Imperative: Traditional training often leads to information overload, resulting in poor retention. This approach focuses on delivering essential knowledge in a way that maximizes retention and practical application.
2. Engagement and Motivation:
   • Strategic Imperative: Engaged and motivated sales teams are more likely to absorb and apply what they learn. The training sessions are designed to captivate and energize participants, ensuring a positive impact on motivation levels.
3. Skill Development:
   • Strategic Imperative: Beyond theoretical knowledge, sales training should foster skill development. The programs include practical exercises and simulations that sharpen the skills necessary for real-world sales scenarios.
4. Adaptability to Change:
   • Strategic Imperative: In a dynamic business environment, sales teams must be adaptable. The training emphasizes agility, preparing teams to navigate change, new products, and evolving market conditions.

Principles of Impactful Sales Trainings:

1. Interactive Learning:
   • Strategic Imperative: Passive learning is less effective. Incorporate interactive elements, encouraging participation, discussions, and hands-on activities to enhance the learning experience.  Add a competitive game of poker where you hand out cards for answering a question.
2. Fun and Interesting Elements:
   • Strategic Imperative: Training shouldn’t be a mundane task. Injecting elements of fun and interest captures attention and creates a positive atmosphere, fostering a more enjoyable and effective learning environment.  Add funny trivia questions to liven up the group.
3. Focused Content:
   • Strategic Imperative: Training sessions often fail when overloaded with information. More focus on delivering targeted content, emphasizing what is crucial for immediate success. This ensures a clear and actionable takeaway for participants.
4. Competitive Edge:
   • Strategic Imperative: Sales professionals are often driven by a competitive spirit. Tap into this nature by introducing friendly competitions, challenges, and gamified elements that motivate and elevate the learning experience.

In the complex landscape of business, pricing strategies stand as a linchpin for success. Dave recognizes the pivotal role of well-thought-out pricing in achieving sustainable growth, optimizing profitability, and ensuring alignment with broader business goals. This come from over 20 years of being the main driver or influencer on the pricing model front. Here, we delve into the significance, processes, and best practices of strategic pricing.

Key Elements of Strategic Pricing:

1. Holistic Considerations:
   • Strategic Imperative: Pricing decisions should be informed by a holistic understanding of the business, encompassing production costs, market dynamics, and competitive positioning.
2. Gross Margin Alignment:
   • Strategic Imperative: Pricing strategies must align with the desired gross margin levels outlined in the overall business plan. A harmonized approach ensures financial viability and sustainability.
3. Market Research and Segmentation:
   • Strategic Imperative: Conduct thorough market research to understand customer expectations, willingness to pay, and the pricing strategies employed by competitors. Segment your target market to tailor pricing models effectively.
4. Operational Knowledge:
   • Strategic Imperative: Leverage operational knowledge to assess costs and financial implications accurately. A comprehensive understanding of the entire value chain informs pricing decisions and ensures profitability.
5. Customer Value Perception:
   • Strategic Imperative: Pricing should reflect the perceived value by customers. Clearly communicate the value proposition of your products or services to justify pricing levels.
6. Dynamic Pricing Models:
   • Strategic Imperative: Implement dynamic pricing models that can adapt to changing market conditions, demand fluctuations, and competitive pressures. This includes the use of programmable databases for seamless and efficient adjustments.

Experience:

1. Multifaceted Experience:
   • Strategic Imperative: Dave brings a unique advantage with his multifaceted experience. From being on the front lines as a sales professional to crafting market strategies as a marketing executive, he offer insights that few possess.
2. Operational Insights:
   • Strategic Imperative: Dave’s operational knowledge ensures that pricing strategies are not conceived in isolation but are deeply integrated into the broader business context.
3. Learning from the Best:
   • Strategic Imperative: Dave has had the privilege of learning from industry leaders and experts. This exposure enriches his approach, infusing best practices and innovative strategies into his pricing consultations.

Dave advocates and has implemented dynamic pricing driven by a programmable database. Whether it’s a comprehensive corporate platform or a sophisticated Excel database, he has always made them programmable to empower his organization to make select or widespread changes with agility.

Elevating an organization’s trajectory often hinges on securing the right funding, particularly for startups. Having someone with a proven track record and an extensive network can be instrumental. Dave brings a wealth of experience, having successfully raised almost $100M across various ventures.

Dave’s achievements include securing equity at OSS, WSI, and ASSIA, along with orchestrating debt financing at WSI, ASSIA, PLX, and Kilopass. He has played key roles, participating in diverse financing strategies such as Registered Directs, Bridge Loans, Personal Board Loans, Convertible Debt, IPOs, Venture Capital, Technology Investment, and standard financing.

One notable instance involves Dave’s involvement in a company facing a looming balloon debt payment amidst stagnant sales, depleted cash reserves, and significant losses. Through strategic planning and storytelling, we showcased cost-cutting measures, innovative sales strategies, and a pathway to profitability. This effort resulted in a successful debt refinancing coupled with equity investment.

Navigating challenging covenants tied to debt is another facet of his expertise. Dave successfully persuaded tier-one lenders to reconsider their stance on companies they had previously written off, a testament to his commitment to executing well-defined plans, instilling confidence in management, upholding our reputation, and driving profits to record levels.

Crafting an annual budget is not just a financial exercise; it’s a strategic art that requires a disciplined process to align the aspirations of the team, executive leadership, board, and investors. Dave has not only led but championed successful budget processes for over 20 years by combining education, teamwork, and firm leadership. Here are his insights and best practices, with an additional concept:

The Art of Budgeting:

1. Strategic Alignment:
   • Successful budgeting begins with strategic alignment. It’s crucial to ensure that every line item in the budget serves a purpose and contributes to the overarching goals of the organization. This involves not just financial considerations but a holistic view of the company’s vision and mission.
2. Team Education:
   • Educating the team on the budgeting process is paramount. Transparent communication about the company’s financial health, objectives, and the rationale behind budget decisions fosters a shared understanding. This, in turn, cultivates a sense of ownership and responsibility among team members.

Disciplined Process:

1. Investment Prioritization:
   • Balancing the desire for growth with fiscal responsibility requires disciplined investment prioritization. We emphasize a data-driven approach, evaluating the potential return on investment for each expenditure. This process ensures that resources are allocated to initiatives with the highest impact.
2. Profitability Stake:
   • While startups may initially burn cash in pursuit of future growth, established companies must at some point prioritize profitability. Leadership’s commitment to putting a stake in the ground regarding profitability is crucial for long-term sustainability and investor confidence.

Cultural Ingraining:

1. Coached Implementation:
   • We’ve not only led but coached the planning and implementation of disciplined budgets. Our approach involves guiding teams through a process that balances revenue growth, cost-cutting, and profit enhancement. This coaching fosters a culture of financial prudence and strategic decision-making.
2. Proven Strategies:
   • Drawing from our experience, we bring proven strategies to the table. Whether it’s optimizing cost structures, identifying new revenue streams, or reevaluating existing investments, our strategies are tailored to the unique needs of the organization.

Strategic Spending Evaluation:

1. Holistic Resource Optimization:
   • Once the overall budget is established, the mindset should shift to strategic spending evaluation. This means challenging assumptions about fixed expenses and encouraging a dynamic approach to resource allocation. Instead of assuming certain expenses must remain, teams should assess if they align with the current strategic objectives.
2. Flat Budget Innovation:
   • A flat budget from the previous year shouldn’t be a constraint but an opportunity for innovation in spending. Encouraging organizations to think creatively about their expenditures opens avenues for upgrading employees, redefining roles, and maximizing the return on investment. Difficult decisions become opportunities for strategic evolution.

In conclusion, the annual budgeting process is a delicate balance between art and discipline, and it extends beyond maintaining the status quo. Dave advocates for a dynamic approach that challenges traditional assumptions, encourages creative thinking, and positions the budget as a strategic tool for organizational growth.

Effectively managing spending in a technology company is a delicate balance that requires a strategic and thoughtful approach. Dave recognizes the challenges associated with spending control and the occasional necessity of reducing expenditures. His experience speaks to successful interventions that not only bring spending down significantly but also contribute to the enhancement of morale and organizational culture.

Strategic Spending Evaluations:

1. Holistic Assessment:
   • When entering an organization, Dave conducts thorough evaluations of spending across departments. This holistic approach allows us to identify inefficiencies, redundancies, and areas where costs can be optimized without compromising essential functions.
2. Cultural Considerations:
   • He understand that spending control can impact the culture of an organization. His approach involves not just cutting costs for the sake of it, but aligning spending adjustments with a vision that fosters efficiency, innovation, and a positive working environment.

Challenges and Displeasure:

1. Navigating Challenges:
   • Reductions in spending often come with challenges, including resistance and discomfort among team members. Dave has addressed these challenges by communicating transparently, explaining the strategic reasons behind spending adjustments, and involving employees in the decision-making process where possible.
2. Cultural Impact:
   • Recognizing the potential impact on morale, Dave emphasizes the importance of maintaining open communication channels. By being transparent about the company’s financial health and the necessity for spending adjustments, he aims to minimize uncertainty and build trust within the organization.

Financial Transformations:

1. Record Profits from Losses:
   • His interventions have led companies from periods of heavy losses to record profits. This transformation is not just about cost-cutting but involves a strategic realignment of resources, fostering a culture of fiscal responsibility, and ensuring that spending aligns with overarching business objectives.
2. Employee Engagement:
   • Dave has observed that involving employees in the process of spending adjustments can actually improve morale. By seeking input, providing transparency, and recognizing contributions to cost-saving initiatives, employees feel a sense of ownership and pride in the organization’s financial health.  Remember, at the end of the day, an employee wants to feel valued and that they are working for a “winning” company.  Out of control spending and losing money is not winning.

Dave’s Approach:

Dave’s approach to spending control is not about slashing budgets; it’s about strategically realigning resources to drive organizational success. By addressing spending challenges head on with a holistic view, emphasizing cultural considerations, and fostering transparent communication, we’ve achieved remarkable results.

In conclusion, the challenges of spending control in a technology company require a nuanced strategy. Dave takes pride in specializing in not just reducing costs but transforming organizations into more efficient, profitable, and culturally vibrant entities.

In the intricate realm of strategic planning, the implementation and execution of a business plan are the linchpins that transform a vision into tangible success. Dave recognizes that a solid business plan is more than a static document; it’s a dynamic blueprint that requires meticulous processes and thoughtful execution strategies. Here’s how Dave’s approaches the implementation and execution of business plans:

1. Detailed Action Plans:

Our methodology involves breaking down strategic goals into detailed action plans. Each plan is a roadmap, outlining specific tasks, timelines, and responsibilities. This granular approach ensures that every aspect of the business plan is translated into actionable steps.

2. Continuous Monitoring and Adaptation:

Business landscapes evolve, and successful execution requires continuous monitoring and adaptation. We implement robust tracking mechanisms and regularly assess progress against predefined metrics. This allows for agile adjustments to the plan, ensuring it remains relevant and effective in the face of changing circumstances.

3. Stakeholder Alignment:

Successful execution is contingent on the alignment of all stakeholders. We facilitate communication and collaboration among team members, ensuring everyone understands their roles and responsibilities. This alignment fosters a unified effort towards the common goals outlined in the business plan.

4. Risk Mitigation Strategies:

Anticipating and mitigating risks is integral to successful execution. Our approach involves a thorough risk assessment, identifying potential challenges, and developing proactive strategies to address them. This foresight minimizes disruptions and keeps the execution on track.

5. Resource Optimization:

Efficient resource allocation is crucial for successful execution. We work closely with organizations to optimize resource utilization, ensuring that financial and human capital are directed towards initiatives that align with strategic objectives.

Dave’s Experience and Success Stories:

In his journey spanning over two decades, Dave has played a pivotal role in shaping and executing business plans that transcend mere objectives. Dave’s leadership roles as VP of Marketing and CEO have been marked not only by the creation of comprehensive business plans but by his hands-on involvement in their successful execution.

One notable success is his role in propelling the PCI Express Switching business to over $100M in annual revenue with a market share of 70%. The strategic business plan implemented under his guidance positioned the business for significant growth, culminating in a successful acquisition by Broadcom/Avago, ultimately turning it into a $250M venture.

His advisory role has extended beyond his leadership positions. As a trusted advisor, he has guided numerous companies in developing and executing their strategic roadmaps. This collaborative approach has yielded successes across various industries, showcasing the adaptability and effectiveness of our strategic planning methodologies.

Dave’s success in strategic planning is not a theoretical concept; it’s a result of understanding the unique needs of each organization, aligning objectives with a dynamic vision, and ensuring that the business plan created is not just a document on paper but a living, breathing guide for sustained growth and success.

Facing a cash crisis, especially when it jeopardizes the ability to pay bills and meet payroll, is a daunting challenge for any organization. The stress and urgency to navigate through such a situation require strategic thinking and decisive action.  Dave has worked through a couple of these where cash was needed quickly backed by a plan to avoid it happening again.  As the common statement outlines, you never want to have to get cash when you need it.

Steps to Navigate a Cash Crisis:

1. Assessment and Prioritization:
   • Begin by conducting a comprehensive assessment of the financial situation. Prioritize immediate obligations, such as payroll and essential bills, to understand the severity of the crisis.
2. Cash Flow Analysis:
   • Analyze the organization’s cash flow to identify the root causes of the crisis. Understand the timing of inflows and outflows to pinpoint areas that need immediate attention.
3. Communication and Transparency:
   • Transparent communication with employees, suppliers, and other stakeholders is crucial. Keep them informed about the situation, potential challenges, and the steps being taken to address the crisis.
4. Negotiations with Suppliers:
   • Engage in open and honest discussions with suppliers. Explore the possibility of extended payment terms, partial payments, or other arrangements to alleviate immediate financial pressure.
5. Employee Programs:
   • Implement creative employee programs that align with the organization’s goals and financial constraints. This may include temporary salary reductions, flexible work arrangements, or incentive programs tied to future success.
6. Cost Reduction Strategies:
   • Identify and implement cost reduction strategies without compromising the core operations of the organization. This may involve evaluating non-essential expenses, renegotiating contracts, or temporarily pausing certain projects.
7. Explore Funding Options:
   • Actively explore short-term funding options, such as lines of credit, working capital loans, or strategic partnerships that can infuse immediate cash into the organization.
8. Scenario Planning:
   • Develop multiple financial scenarios to understand the potential outcomes and the impact of various decisions. This helps in making informed and proactive choices to mitigate risks.
9. Employee Morale and Engagement:
   • Maintain a focus on employee morale and engagement during challenging times. Transparent communication and involving employees in the decision-making process can foster a sense of unity and shared responsibility.

Achieving a successful business turnaround is no small feat, often demanding a comprehensive strategy and the ability to navigate unique challenges. Invariably, the path involves more than just boosting sales; it requires a dual focus on increasing revenue while optimizing operational efficiency —an area where many leaders encounter difficulties. The key lies in making tough decisions regarding personnel and expenditures, addressing the situation head-on.

In Dave’s leadership roles, he has spearheaded three company turnarounds, each presenting distinct challenges and opportunities:

OSS: As CEO, orchestrated a transformative turnaround for this technology public company.  The result? Record revenues and profitability, a compelling multi-billion dollar strategic plan and vision, elimination of debt, $20M in cash reserves, while doubling shareholder value. Prior to this intervention, the company faced financial distress, lacked focus, and struggled for funds, requiring borrowing from the board to sustain operations.  Today, the company has a solid multi-billion dollar leadership strategy that should propel it to the next level.

PLX: Led this public technology company to its most profitable years in 2013 and 2014, a stark contrast to heavy losses the previous year. By boosting revenues, inspiring cost-cutting measures, divesting underperforming businesses, securing record design wins, and exclusively focusing on the company’s leading product line, we positioned PLX for success. Our strategy emphasized being the undisputed leader in the competitive semiconductor space, resulting in over 70% market share (90%+ for latest products) and a substantial increase in margins to ~60%.

ASSIA: Turned around a scenario of heavy losses, stagnant growth, and depleted cash reserves in 2016 to achieve 50%+ annual growth in 2017 and nearly 40% operating margins in 2018. This transformation not only drove record profits but also significantly reduced the company’s debt. The journey showcased our ability to revitalize a struggling enterprise, fostering substantial growth and financial stability.

With Dave’s hands-on experience spearheading successful turnarounds in various companies, he bring a wealth of strategic insight and practical solutions that can be deployed in other organizations.

Taking a company public through an Initial Public Offering (IPO) is a multifaceted journey that demands strategic planning, regulatory acumen, and effective communication. While Dave’s direct experience in leading roles is limited, he is very familiar with the process and has exceled in providing crucial support to companies venturing into the public market.

Dave’s experience in the IPO process is primarily in supporting roles, including:

1. WSI – S1 Filing:
   • While at WSI, Dave was involved in the S1 filing process, contributing to the preparation and submission of the necessary documentation for regulatory approval.
2. One Stop Systems (OSS) IPO:
   • At OSS, as a board member, played a limited role in the IPO process. The IPO marked a significant milestone for the company.

Areas where Dave’s experience can help the process:

1. IPO Roadshow Presentation:
   • Crafting a compelling IPO roadshow presentation is crucial for capturing investor interest. Dave can collaborate in developing a persuasive narrative, highlighting key business strengths, growth strategies, and financial outlook.
2. Multiple-Year Plan Development:
   • Creating a believable multiple-year plan is foundational for investor confidence. Dave has specialized in developing strategic, data-driven plans that align with market expectations and showcase the company’s growth potential.
3. Investor Question Preparation:
   • Anticipating and preparing for investor questions is a critical aspect of a successful IPO. Dave can offer tailored support in conducting mock Q&A sessions, ensuring executives are well-prepared to address investor inquiries effectively.
4. Financial Planning and Compliance:
   • Meeting stringent regulatory requirements and maintaining financial transparency are paramount. Dave can provide expertise in financial planning, ensuring alignment with SEC regulations and investor expectations.
5. Stakeholder Communication Strategy:
   • Building and maintaining positive investor perception is an ongoing effort. Leveraging Dave’s public company experience, he can assist in developing a comprehensive stakeholder communication strategy, ensuring consistent and impactful messaging.
6. Post-IPO Planning:
   • Beyond the IPO, Dave can assist in post-offering planning, helping companies navigate the challenges and opportunities that arise in the transition to being a publicly traded entity.

In conclusion, Dave’s experience in the IPO process extends beyond direct leadership, focusing on providing comprehensive support and advisory rolls. From navigating regulatory complexities to enhancing stakeholder communication, Dave can be a trusted partner for companies embarking on the path to public offering success.

In the dynamic landscape of the technology sector, achieving and maintaining healthy gross margins requires a comprehensive and collaborative approach that spans multiple departments. Dave firmly believes that success in this area lies in the collective ownership of operations, marketing, and sales.

Integrated Ownership:

1. Collaborative Culture:
   • Success in managing product costs and elevating gross margins necessitates a collaborative culture. When operations, marketing, and sales share ownership of this critical area, the entire organization works in harmony towards a common goal.
2. Cross-Departmental Mission:
   • Establishing a cross-departmental mission is crucial. The management team should articulate a shared vision that emphasizes the importance of driving costs down and optimizing spending to boost margins, revenues, and profits collectively.

Best Practices:

1. Continuous Cost Analysis:
   • Regularly analyze and reassess product costs. Embrace a culture of continuous improvement where teams collaboratively identify opportunities to optimize costs without compromising product quality or customer satisfaction.
2. Strategic Pricing:
   • Implement strategic pricing models that balance competitiveness with the need for healthy margins. Understand market dynamics, customer expectations, and the value proposition your product brings to determine optimal pricing strategies.
3. Efficiency in Operations:
   • Streamline operations for efficiency. Identify and eliminate inefficiencies in production processes, supply chain management, and resource utilization. Lean operations contribute to reduced costs and improved margins.

Dave’s focus on maximizing gross margins and managing product costs has yielded significant results for multiple companies. By instilling a culture of cost-consciousness and efficiency, he has contributed to driving costs and spending down while simultaneously elevating margins, revenues, and profits to record levels.

Results-Driven Approach:

• His approach is not just theoretical; it’s rooted in tangible results. By fostering collaboration and instilling a cost-conscious mindset, he witnessed transformations where companies achieve new heights of financial success.

In conclusion, the path to sustained success in gross margins and product costs requires a holistic and collaborative effort.

The decision to implement layoffs is undoubtedly one of the most difficult challenges leaders face. Unfortunately, Dave has needed to implement multiple layoffs over his years in senior management roles.  While the initial impact is undoubtedly negative, it is crucial to recognize that, when executed thoughtfully, layoffs can serve as a catalyst for positive transformation within an organization.

The Unpleasant Necessity:

1. In the Best Interest of the Organization:
   • No leader takes pleasure in letting someone go, but there are instances when it becomes imperative for the overall health of the organization. Delaying necessary changes can be detrimental in the long run.
2. Positive Outcomes through Change:
   • Embracing necessary reductions and changes, even though painful, can lead to a stronger, more resilient organization. It’s an opportunity to reassess, realign, and position the company for future success.

The Initial Negative Responses:

1. Impact on People and Families:
   • Acknowledging the impact on individuals and their families is essential. Layoffs affect lives, and this understanding should guide the process with empathy and support.
2. Increased Workload for Remaining Employees:
   • A common concern among remaining employees is the increased workload. Addressing this proactively and demonstrating a commitment to support the team is crucial.

Turning Challenges into Positives:

1. Relief and Empowerment:
   • Communicating layoffs transparently and thoughtfully can lead to a surprising response. Over time, remaining employees may feel a sense of relief that non-performers are gone. This can transform into empowerment, motivating the team to strive for success.
2. Creating a Sense of Winning:
   • In challenging financial situations, employees may not feel like winners. A well-executed restructuring can change this narrative. It becomes an opportunity for the team to focus on winning — overcoming challenges, improving performance, and collectively contributing to the organization’s success.

Layoffs are undoubtedly challenging, but with the right approach and support, they can lead to a revitalized and more resilient organization.

As the CEO of two different public companies, Dave lead the strategy and the writing of the quarterly earnings calls.  An effective script is an art.

The evolving landscape of workplace policies has seen a shift towards flexible vacation approaches, aiming to eliminate the monthly accrual and associated liabilities. While this strategy offers advantages, it comes with its own set of considerations.

Pros of Flexible Vacation Policies:

1. Focus on Results:
   • Flexible vacation policies shift the focus from hours worked to results achieved. It encourages employees to prioritize productivity over clocking in and out, fostering a results-driven culture.
2. Employee Empowerment:
   • Granting employees the autonomy to manage their own time empowers them to take breaks when needed. This can enhance work-life balance and contribute to overall job satisfaction.
3. Saves on Liabilities:
   • By eliminating the accrual and monthly liability associated with traditional vacation plans, companies can potentially save on financial obligations, providing more flexibility in budgeting.
4. Attracts Talent:
   • Flexible vacation policies can be an attractive perk for potential hires. It signals trust in employees’ ability to manage their workload responsibly.

Cons and Considerations:

1. Accrual Accumulation:
   • One significant challenge is the risk of employees accumulating unused vacation days. This can lead to a scenario where employees perceive accrued days as a form of savings, potentially resulting in challenges when they decide to cash out upon departure.
2. Communication Challenges:
   • The success of a flexible vacation policy hinges on effective communication and documentation. Ambiguity in the policy’s terms or inconsistent communication can lead to misunderstandings and false expectations.
3. Company Culture Impact:
   • Shifting from a traditional accrual program to a flexible plan requires careful consideration of the existing company culture. Resistance may arise initially, and managing this transition is crucial for success.
4. Enforcement and Tracking:
   • Companies must establish clear guidelines for tracking and enforcing the policy. This includes ensuring that employees feel comfortable taking the time off they need without fear of repercussions.

Navigating the Transition:

1. Communication Strategy:
   • Clearly communicate the goals and guidelines of the flexible vacation policy. Use terms like “flexible,” “on demand,” or “unlimited” to convey the approach while avoiding misconceptions.
2. Documentation and Policies:
   • Document the flexible vacation policy comprehensively, outlining the expectations and procedures. Ensure that employees have access to this information and can reference it when needed.
3. Transition Support:
   • Provide support during the transition, addressing concerns and clarifying any misconceptions. Encourage open communication and feedback to address the evolving needs of employees.
4. Continuous Evaluation:
   • Regularly evaluate the impact of the flexible vacation policy. Gather feedback from employees and assess its alignment with company objectives. Adjustments may be needed to strike the right balance.

Dave has successfully guided teams through the transition from traditional accrual programs to flexible vacation plans. While initial resistance is not uncommon, the long-term benefits often outweigh the challenges. Clear communication, documentation, and a focus on results contribute to a seamless transition.

Mergers and Acquisitions: A Proven Track Record

With an extensive history in M&A, Dave has played pivotal and supporting roles in twelve transactions, showcasing a diverse range of experiences on both the sell and buy side. These transactions include:

Sell Side:

1. PLX Technology (Sell Side):
   • Acquisition by Avago/Broadcom: A landmark transaction where PLX, with its 70% market share in PCI Express Switching, was acquired by Avago/Broadcom, illustrating strategic value and market dominance.
2. WSI (Sell Side):
   • Acquisition by ST Microelectronics: Facilitating the acquisition of WSI by ST Microelectronics, demonstrating expertise in navigating complex transactions in the semiconductor space.
3. Kilopass (Sell Side):
   • Acquisition by Synopsys: Successful orchestration of the acquisition of Kilopass by Synopsys, in the electronic design automation and IP sector.
4. Simblee/RF (Sell Side):
   • Acquisition by Heptagon: Guiding the sell side of Simblee/RF, resulting in the acquisition by Heptagon, showcasing strategic positioning in the IOT and semiconductor industry.
5. Magma (Sell Side):
   • Acquisition by One Stop Systems: Acquisition of Magma by One Stop Systems, in the high-performance computing sector.
6. Teranetics (Sell Side x2):
   • Portions acquired by Aquantia and Entropic: Successfully managing the sell side of Teranetics, showcasing strategic negotiations and deal structuring.

Buy Side:

1. Hint (Buy Side):
   • Acquisition by PLX: Contributing to PLX’s strategic expansion and diversification of its product portfolio.
2. Oxford Semiconductor (Buy Side):
   • Acquisition by PLX: Orchestrating the acquisition of Oxford Semiconductor by PLX, demonstrating a proactive approach to strengthening market presence.
3. Teranetics (Buy Side):
   • Acquisition by PLX: Playing a key role in the acquisition of Teranetics by PLX, emphasizing a buy-side strategy to enhance technological capabilities and market reach.
4. CDI (Buy Side):
   • Acquisition by One Stop Systems of CDI.
5. Bressner (Buy Side):
   • Acquisition by One Stop Systems.

Dave was involved in these transactions, leveraging his leadership roles as CEO, COO, and Business Development executive. His comprehensive understanding of the intricacies involved in M&A and strategic decision-making provides value to organizations pursuing M&A.

Engaging in mergers, acquisitions, capital raises, or other transactions demands a rigorous due diligence process. With over 20 transactions under his belt, encompassing both buy and sell-side diligence, Dave understands the critical importance of a well-structured due diligence approach.

With his extensive experience and commitment to a meticulous approach, he can ensure that the due diligence process is not just a checklist but a strategic imperative, offering valuable insights for informed decision-making.

The Federal Trade Commission (FTC) plays a pivotal role in scrutinizing mergers and acquisitions to ensure fair competition and prevent monopolistic practices. When the FTC decides to challenge an M&A deal, the process becomes intricate, involving multiple phases and considerations.

As a senior executive at PLX, Dave had firsthand experience with the FTC’s challenge to the acquisition by IDT. The merger, which would have combined PLX’s 70% market share in PCI Express Switching with IDT’s 15%, faced concerns about an 85% combined share. Despite efforts to address these concerns, the FTC decided to block the transaction.

The decision not to pursue litigation was strategic, considering the significant costs and time involved. This experience provided valuable insights into the dynamics of FTC challenges, the importance of preventive measures, and the need for a business-level perspective.

Effective management presentations for M&A and investor meetings are a critical linchpin in shaping perceptions and garnering support. Crafting these presentations demands meticulous planning to weave a compelling, believable narrative that is substantiated with robust data and illustrative examples. The art of these presentations lies not just in their length but in their ability to distill complex information into a concise, impactful story.

Experience speaks volumes, and with a track record encompassing over 20 transactions as well as countless investor meetings, Dave has been at the forefront, serving as the main presenter, storyteller, and architect of these pivotal presentations. This journey has spanned both full-time senior roles and advisory positions, providing a comprehensive understanding of the nuanced approaches that yield success and the pitfalls to avoid.

These presentations are not merely a string of information; they are an opportunity to convey a vision, instill confidence, and align stakeholders with the strategic direction of the organization. The delicate balance between brevity and substance is a key theme, ensuring that the core story remains focused and impactful without dilution.

The depth of experience informs a strategic approach to crafting presentations that resonate with key stakeholders, whether it’s during M&A negotiations or in addressing the expectations of shareholders. Each presentation is an opportunity to shape perceptions, inspire confidence, and drive the narrative towards a successful outcome.

A robust market strategy is the compass that guides an organization through the dynamic landscape of business. It’s not just a plan but a dynamic framework that shapes the trajectory of success. A well-thought-out strategy should encompass a deep understanding of the market, a clear vision, and a tactical approach that aligns with the organization’s objectives. Flexibility and adaptability are key as markets evolve, demanding strategies that can pivot in response.

Dave believes crafting a resilient market strategy requires more than just foresight; it demands a commitment to best practices and well-defined processes that stand the test of evolving markets. Here’s how he approaches the development and implementation of market strategies:

Understanding the Market Landscape:  A successful market strategy begins with a deep understanding of the market. Dave emphasizes this thorough market research to identify trends, customer needs, and competitive landscapes. His approach involves analyzing data, conducting market surveys, and leveraging industry insights to ensure your strategy is rooted in a comprehensive understanding of your business environment.

Vision and Tactical Approach:  A clear vision is the cornerstone of any effective market strategy. It is important to articulate a compelling vision that aligns with their organizational objectives. This vision serves as the guiding star, informing the tactical approach needed to achieve strategic goals. This approach is not a one-size-fits-all solution; it’s tailored to an organizations unique strengths, challenges, and market dynamics.

Flexibility and Adaptability:  Markets evolve, and so should a strategy. Flexibility and adaptability are embedded in his strategic processes. Dave emphasizes the importance of regularly reassessing and refining strategies to ensure they remain relevant in the face of changing market conditions. This iterative approach allows for quick pivots and potential capitalization on emerging opportunities.

Integration of Technology and Innovation:  In today’s fast-paced business environment, technology and innovation are key drivers of success. This approach involves integrating cutting-edge technologies and fostering a culture of innovation within the organization. This ensures that the market strategy not only keeps pace with industry advancements but also positions the company at the forefront of technological innovation.

Metrics and Performance Evaluation:  A successful market strategy is measurable. Establishing key performance indicators (KPIs) that align with strategic objectives. Regular performance evaluations help track the effectiveness of the strategy, identify areas for improvement, and celebrate successes. This data-driven approach ensures that the strategy remains on course and adaptable to changing circumstances.

With over 25 years of experience spanning diverse roles from VP of Marketing to CEO, Dave understands the vital importance of a solid market strategy. It’s about more than just a roadmap; it’s the foundation upon which successful business endeavors are built.

Dave’s accomplishments highlight the impact of strategic thinking on business success. His role in propelling the PCI Express Switching business to over $100M in annual revenue and a market share of 70% exemplifies the transformative power of a well-executed market strategy. The subsequent acquisition by Broadcom/Avago, rumored to have turned it into a $250M business, further underscores the enduring success of the strategic approach.

Another testament to the strategic prowess is the implementation of a new vision and plan for OSS, positioning the company to tap into a multi-billion-dollar opportunity. The focus on providing ultra-high-performance AI platforms at the forefront of technology showcases the foresight and adaptability inherent in a strategic vision.

His influence extends to diverse sectors, from contributing to the success of Programmable System devices at WSI to driving gross margin enhancements and focus at Pericom. Additionally, his pivotal role at ASSIA in establishing a leading position in Wi-Fi Management Software reflects strategic agility in navigating crowded markets.

The consistent commitment to strategies geared towards major account victories and market domination defines our his track record. This commitment, coupled with the ability to deliver tangible results, reflects not just strategic acumen but a leadership prowess that has translated into success across diverse business landscapes.

Dave understands that a product launch is not just about introducing a new item into the market; it’s a carefully orchestrated symphony that requires meticulous planning and seamless execution. Fueled by frustration from early experiences in sales roles, Dave emerged as a staunch advocate for the “Whole Product Launch” concept—a transformative approach that transcends traditional product launches.

The Essence of “Whole Product Launch”:

The “Whole Product Launch” is more than a strategy; it’s a comprehensive planning and discipline embraced by the entire organization. It revolves around setting a committed launch date that receives unwavering support across all facets of the company. This holistic approach ensures that, when the press release hits, everything is in place to propel the product to success.

Key Components of a “Whole Product Launch”:

1. Strategic Synchronization:
   • Align all departments towards a common launch date, fostering a sense of shared responsibility and urgency.
2. Comprehensive Readiness:
   • Ensure that every element, from collateral to pricing, lead times to stock samples, is meticulously prepared well in advance.
3. Detailed Roadmap:
   • Develop a detailed roadmap that serves as a guiding document for all stakeholders, providing a clear trajectory for the product’s journey.
4. Web Presence:
   • Have the website ready and optimized to showcase the product, with engaging content that captures the essence of its value proposition.
5. Training Materials:
   • Equip your team with comprehensive training materials to ensure they are well-versed in the product’s features, benefits, and positioning in the market.

The Cost of Incomplete Launches:

The “Whole Product Launch” philosophy stems from a desire to eliminate the wastage of energy, leads, and resources that often accompanies incomplete launches. Launching a product prematurely or without proper preparation can result in missed opportunities, customer dissatisfaction, and damage to your brand reputation. Doing it right the first time is not just a mantra—it’s a strategic imperative.

Dave’s commitment and passion to the “Whole Product Launch” is not just theoretical; it’s backed by a track record of success. His experiences, spanning from frustrations in early sales roles to championing transformative launch strategies, have shaped this approach.

In the dynamic landscape of the technology sector, achieving and maintaining healthy gross margins requires a comprehensive and collaborative approach that spans multiple departments. Dave firmly believes that success in this area lies in the collective ownership of operations, marketing, and sales.

Integrated Ownership:

1. Collaborative Culture:
   • Success in managing product costs and elevating gross margins necessitates a collaborative culture. When operations, marketing, and sales share ownership of this critical area, the entire organization works in harmony towards a common goal.
2. Cross-Departmental Mission:
   • Establishing a cross-departmental mission is crucial. The management team should articulate a shared vision that emphasizes the importance of driving costs down and optimizing spending to boost margins, revenues, and profits collectively.

Best Practices:

1. Continuous Cost Analysis:
   • Regularly analyze and reassess product costs. Embrace a culture of continuous improvement where teams collaboratively identify opportunities to optimize costs without compromising product quality or customer satisfaction.
2. Strategic Pricing:
   • Implement strategic pricing models that balance competitiveness with the need for healthy margins. Understand market dynamics, customer expectations, and the value proposition your product brings to determine optimal pricing strategies.
3. Efficiency in Operations:
   • Streamline operations for efficiency. Identify and eliminate inefficiencies in production processes, supply chain management, and resource utilization. Lean operations contribute to reduced costs and improved margins.

Dave’s focus on maximizing gross margins and managing product costs has yielded significant results for multiple companies. By instilling a culture of cost-consciousness and efficiency, he has contributed to driving costs and spending down while simultaneously elevating margins, revenues, and profits to record levels.

Results-Driven Approach:

• His approach is not just theoretical; it’s rooted in tangible results. By fostering collaboration and instilling a cost-conscious mindset, he witnessed transformations where companies achieve new heights of financial success.

In conclusion, the path to sustained success in gross margins and product costs requires a holistic and collaborative effort.

Dave recognizes that a robust website is the cornerstone of a successful online presence. Crafting a website that captures attention, communicates a clear value proposition, and leverages effective Search Engine Optimization (SEO) is paramount in today’s digital landscape. Here’s his insight into best practices for website strategy and implementation:

Key Principles of Effective Website Strategy:

1. User-Centric Design:
   • Prioritize user experience with a design that is intuitive, visually appealing, and navigable. A user-centric approach ensures that visitors quickly find what they’re looking for.
2. Clear Value Proposition:
   • Clearly communicate your value proposition. Visitors should understand the benefits of your products or services within seconds of landing on your site.
3. Mobile Responsiveness:
   • Ensure your website is optimized for mobile devices. With an increasing number of users accessing websites on smartphones, mobile responsiveness is critical for a positive user experience.
4. SEO Integration:
   • Implement SEO best practices to enhance visibility on search engines. This includes strategic use of keywords, meta tags, and high-quality content to improve rankings and drive organic traffic.
5. Consistent Branding:
   • Maintain consistent branding across your website. From color schemes to messaging, a cohesive brand identity builds trust and reinforces brand recall.

Dave brings an unique perspective to website strategy and implementation. His journey has encompassed involvement in web design, planning, and focus groups from every organizational perspective. While historically he influenced web development at larger corporations, more recently, he taken a hands-on approach to better understand the intricacies of building a successful website.

As a side hobby, Dave has delved into website development using WordPress, the preferred choice of many web designers. This hands-on experience includes crafting four distinct websites, including www.dkradvisors.com, www.shastalakeshoreretreat.com, www.vacations4rent.com, and www.shastavacations4rent.com.

His involvement in website development allows him to provide informed guidance. Understanding the challenges and capabilities firsthand positions him to offer practical and effective strategies for others website.  It also helps to better understand what a real budget for a website should be.

In the realm of trade shows and advertising, the question arises: Is your focus on the product or the brand? This distinction significantly influences your strategic plan, especially for high-tech companies where careful investment is paramount. Dave understands that the advertising landscape for emerging companies, typically ranging from start-ups to $100 million in revenue, differs vastly from the strategies employed by consumer giants like Coca Cola. Here are our insights and strategies:

Product vs. Brand:

1. Strategic Consideration:
   • Evaluate whether your emphasis is on showcasing the product or building a brand. For high-tech companies, especially in their early stages, the focus often leans towards the product. Strategic allocation of resources is crucial to avoid unnecessary advertising expenses.
2. Caution with Pure Advertising:
   • Exercise caution with pure advertising, particularly in the early stages of revenue generation. Blindly increasing advertising spend may not necessarily translate into meaningful returns. Instead, prioritize targeted efforts that align with your business objectives.

Trade Show Strategy:

1. Lead Generation Realism:
   • Question the true objective of participating in trade shows. While lead generation is a common goal, it’s essential to critically assess whether the individuals walking the trade show floor are indeed decision-makers. Often, key decision-makers are engaged in pre-scheduled meetings away from the exhibition hall.
2. Strategic Planning:
   • Plan well in advance for trade shows, recognizing that success hinges on more than just a booth on the floor. Identify and secure private meetings with decision-makers to maximize the impact of your trade show presence.
3. Effective Senior Team Utilization:
   • Leverage your senior team effectively at trade shows. Rather than relying solely on booth interactions, prioritize private meetings where your leadership can engage decision-makers directly, discussing strategic partnerships and business opportunities.

Dave’s approach to trade shows and advertising is rooted in practicality. He acknowledges the financial constraints of emerging companies and emphasize a careful selection of where to invest. His strategies prioritize effectiveness over excessive spending, ensuring that every dollar invested contributes meaningfully to the company’s objectives.

In conclusion, for high-tech companies, Dave believes success in trade shows and advertising lies in a strategic and targeted approach. Careful consideration of whether the focus is on the product or brand, coupled with realistic expectations in lead generation and a well-planned trade show strategy, ensures that every effort contributes meaningfully to your business goals.

In the dynamic realm of social media, crafting an effective strategy is both an art and a science. Dave recognizes that each business is unique, necessitating a tailored approach to social media marketing. Here are some key insights and best practices to elevate your social media presence:

Tailoring Social Media Strategies:

1. Marketplace Specificity:
   • Understand that each business operates within its own marketplace and caters to a distinct audience. Social media strategies must be tailored to align with the preferences and behaviors of your target demographic.
2. Platform Relevance:
   • Choose social media platforms judiciously. LinkedIn may be ideal for B2B engagement, while Instagram could be more effective for visual-focused consumer brands. Recognize the unique strengths of each platform and leverage them accordingly.
3. Content Personalization:
   • Tailor your content to resonate with your audience. Consider the preferences, pain points, and interests of your target market to create content that is not only engaging but also adds value to their experience.

Time and Effort vs. Results:

1. Strategic Allocation:
   • Social media can be a powerful tool, but the key lies in strategic allocation of time and effort. Focus on platforms that yield the most significant results for your business, rather than spreading resources too thin across numerous channels.
2. Measuring Impact:
   • Establish clear objectives for your social media efforts. Whether it’s brand awareness, engagement, or revenue generation, define measurable goals. Regularly assess performance metrics to ensure your efforts align with desired outcomes.
3. Iterative Optimization:
   • Social media strategies should not be static. Be prepared to iterate and optimize based on performance data. Adjust your approach as needed, emphasizing what works best for your unique business landscape.

Drawing from Dave’s side hobby activity on the vacation rental front, he has along with his wife successfully implemented social media programs across various platforms, including LinkedIn, Facebook, Instagram, and Twitter. He recognize that social media isn’t just about accumulating likes; it’s a strategic tool to enhance brand visibility, foster engagement, and ultimately drive revenue.  On the B to C side for vacation rentals and property management, here is one example on Instagram @shasta.lakeshore.retreat with 11K followers.

Effective management presentations for M&A and investor meetings are a critical linchpin in shaping perceptions and garnering support. Crafting these presentations demands meticulous planning to weave a compelling, believable narrative that is substantiated with robust data and illustrative examples. The art of these presentations lies not just in their length but in their ability to distill complex information into a concise, impactful story.

Experience speaks volumes, and with a track record encompassing over 20 transactions as well as countless investor meetings, Dave has been at the forefront, serving as the main presenter, storyteller, and architect of these pivotal presentations. This journey has spanned both full-time senior roles and advisory positions, providing a comprehensive understanding of the nuanced approaches that yield success and the pitfalls to avoid.

These presentations are not merely a string of information; they are an opportunity to convey a vision, instill confidence, and align stakeholders with the strategic direction of the organization. The delicate balance between brevity and substance is a key theme, ensuring that the core story remains focused and impactful without dilution.

The depth of experience informs a strategic approach to crafting presentations that resonate with key stakeholders, whether it’s during M&A negotiations or in addressing the expectations of shareholders. Each presentation is an opportunity to shape perceptions, inspire confidence, and drive the narrative towards a successful outcome.

In the realm of business, the race for dominance is won by those who secure victory at the major accounts. Dave is an advocate for a relentless focus on becoming the premier choice, the best in the market, rejecting the notion of settling for lower ranks in a vast market. His conviction is rooted in the understanding that the top suppliers, those who clinch major accounts, emerge as industry leaders, ensuring sustained success and profitability.

Why Winning at Major Accounts Matters:

1. Market Leadership:
   • Strategic Imperative: Securing major accounts positions a company as a market leader, establishing credibility and fostering trust among stakeholders.
2. Profitability:
   • Strategic Imperative: Major accounts often translate into higher-margin business opportunities, contributing significantly to the financial health of the organization.
3. Competitive Edge:
   • Strategic Imperative: Being the top choice at major accounts provides a competitive edge, setting a company apart from rivals and signaling superiority in products or services.
4. Sustainable Growth:
   • Strategic Imperative: Major accounts offer a foundation for sustainable growth. The relationships established can lead to long-term partnerships and consistent revenue streams.

The Pitfalls of Small-Account-Centric Strategies:

In a vast market, serving only small accounts may seem like a practical approach, but it carries inherent risks. Competing solely on price in smaller segments indicates a failure to create substantial value. Such a strategy is akin to a race to the bottom, where organizations undercut each other, eroding profit margins and jeopardizing long-term viability.

Challenges of Small-Account-Centric Strategies:

1. Price Wars:
   • Strategic Imperative: Engaging only with small accounts often results in fierce price competition, eroding profit margins and undermining financial sustainability.
2. Limited Differentiation:
   • Strategic Imperative: Without major accounts, a company struggles to differentiate itself, leading to a commoditized perception in the market.
3. Lack of Influence:
   • Strategic Imperative: Small accounts may lack the influence needed to shape industry trends or establish the company as a thought leader.

Dave’s Approach:

Dave embodies the philosophy of driving towards excellence and being the best in the industry. His commitment to major account success has yielded notable achievements across diverse sectors, most prominently in semiconductors, software and AI platforms.

PLX Technology (Now Broadcom):

• Objective: The team aimed high, targeting the top 5 suppliers in servers, networking, and storage.
• Success: Achieving an impressive 15 out of 15 major account wins resulted in an outstanding 70% market share.

One Stop Systems (OSS):

• Strategy: A new disruptive product strategy opened doors at key target accounts.
• Outcome: The team successfully penetrated major accounts, creating opportunities for substantial business growth.

ASSIA, Inc.:

• Objective: To rise above competitors in the Wi-Fi software optimization space by winning major and prominent designs globally.
• Success: Winning Charter Communications, Telefonica, and other major accounts established a leadership position, paving the way for increased market influence.

His success stories underscore the importance of setting objectives, crafting innovative strategies, and executing with precision to secure major accounts.

In the intricate landscape of business, particularly in industries like semiconductors, hardware and software, the significance of a well-thought-out Design Win program cannot be overstated. Dave understands that the journey from conceptualization to revenue realization hinges on effective design opportunities and strategic wins. Let’s delve into the essence of creating, managing, and maintaining a robust Design Win database, unraveling the process and best practices that pave the way for success.

The Strategic Imperative of Design Wins:

1. Revenue Generation:
   • Strategic Imperative: Design Wins are the gateway to revenue. Each successful win brings the company closer to financial prosperity and sustained growth.
2. Market Validation:
   • Strategic Imperative: Winning designs with key customers serve as a powerful validation of a company’s products or solutions in the market.
3. Competitive Edge:
   • Strategic Imperative: Accumulating significant Design Wins provides a competitive edge, showcasing the company’s technological prowess and market relevance.
4. Long-Term Partnerships:
   • Strategic Imperative: Successful Design Wins often lead to long-term partnerships with customers, fostering mutually beneficial relationships.

Process and Best Practices for a Winning Design Win Database:

1. Define Clear Objectives:
   • Strategic Imperative: Clearly define the objectives of your Design Win program. Understand the desired outcomes and align them with the overall business strategy.
2. Identify Target Customers:
   • Strategic Imperative: Identify and prioritize target customers who align with the company’s market positioning and growth goals.
3. Weight Opportunities:
   • Strategic Imperative: Assign weights to different opportunities based on factors such as market potential, customer influence, and strategic importance.
4. Realistic Product Schedules:
   • Strategic Imperative: Develop realistic product schedules that consider technological complexities, development timelines, and potential challenges.
5. Customer Ramp Rates:
   • Strategic Imperative: Factor in customer ramp rates, understanding the pace at which customers will adopt and integrate the products.
6. Adoption Assumptions:
   • Strategic Imperative: Make informed assumptions about product adoption, considering market trends, customer preferences, and competitive landscape.
7. Attractive Yet Realistic Expectations:
   • Strategic Imperative: Strive for attractive expectations that align with market opportunities while ensuring they are realistic and achievable.

Dave brings a wealth of experience in defining and modeling Design Win to revenue projects and plans. For over two decades, he has collaborated with diverse teams across various companies, applying a meticulous approach to the Design Win process.

Key Concepts and Success Stories:

• Balancing Realism and Attractiveness: His approach involves balancing realism and attractiveness in Design Win expectations, ensuring that the projected outcomes are not just enticing but also achievable.
• Data-Driven Decision-Making: Leveraging data-driven decision-making, we have crafted Design Win strategies that align with market dynamics, customer behaviors, and industry trends.
• Strategic Weighting: He has strategically weighted opportunities, prioritizing those that hold the greatest potential impact on revenue, market presence, and long-term partnerships.

In the complex landscape of business, pricing strategies stand as a linchpin for success. Dave recognizes the pivotal role of well-thought-out pricing in achieving sustainable growth, optimizing profitability, and ensuring alignment with broader business goals. This come from over 20 years of being the main driver or influencer on the pricing model front. Here, we delve into the significance, processes, and best practices of strategic pricing.

Key Elements of Strategic Pricing:

1. Holistic Considerations:
   • Strategic Imperative: Pricing decisions should be informed by a holistic understanding of the business, encompassing production costs, market dynamics, and competitive positioning.
2. Gross Margin Alignment:
   • Strategic Imperative: Pricing strategies must align with the desired gross margin levels outlined in the overall business plan. A harmonized approach ensures financial viability and sustainability.
3. Market Research and Segmentation:
   • Strategic Imperative: Conduct thorough market research to understand customer expectations, willingness to pay, and the pricing strategies employed by competitors. Segment your target market to tailor pricing models effectively.
4. Operational Knowledge:
   • Strategic Imperative: Leverage operational knowledge to assess costs and financial implications accurately. A comprehensive understanding of the entire value chain informs pricing decisions and ensures profitability.
5. Customer Value Perception:
   • Strategic Imperative: Pricing should reflect the perceived value by customers. Clearly communicate the value proposition of your products or services to justify pricing levels.
6. Dynamic Pricing Models:
   • Strategic Imperative: Implement dynamic pricing models that can adapt to changing market conditions, demand fluctuations, and competitive pressures. This includes the use of programmable databases for seamless and efficient adjustments.

Experience:

1. Multifaceted Experience:
   • Strategic Imperative: Dave brings a unique advantage with his multifaceted experience. From being on the front lines as a sales professional to crafting market strategies as a marketing executive, he offer insights that few possess.
2. Operational Insights:
   • Strategic Imperative: Dave’s operational knowledge ensures that pricing strategies are not conceived in isolation but are deeply integrated into the broader business context.
3. Learning from the Best:
   • Strategic Imperative: Dave has had the privilege of learning from industry leaders and experts. This exposure enriches his approach, infusing best practices and innovative strategies into his pricing consultations.

Dave advocates and has implemented dynamic pricing driven by a programmable database. Whether it’s a comprehensive corporate platform or a sophisticated Excel database, he has always made them programmable to empower his organization to make select or widespread changes with agility.

Effective communication within an organization is not just a means of transmitting information; it is the lifeblood that nurtures a culture of understanding, alignment, and motivation. For senior management, the practice of transparent and frequent communication holds unparalleled significance with the larger team.

Why Communication Matters:

1. Alignment of Vision:
   • Transparent communication ensures that all team members, from the leadership down to individual contributors, share a clear understanding of the company’s vision, mission, and strategic goals. This alignment fosters a collective sense of purpose.
2. Building Trust:
   • Transparency breeds trust. When employees are kept in the loop about the company’s direction, challenges, and successes, it creates an environment of openness and honesty. Trust is the foundation upon which strong, enduring teams are built.
3. Empowerment and Inclusion:
   • Frequent communication empowers employees by keeping them informed about decisions that impact them directly or indirectly. Inclusion in the decision-making process, even through updates, enhances a sense of belonging and ownership.
4. Adaptability to Change:
   • In an ever-evolving business landscape, transparency in communication helps employees adapt to change more effectively. It allows them to understand the reasons behind shifts in strategy or operations, reducing uncertainty and fostering resilience.

Practical Steps for Effective Communication:

1. Over-Communication:
   • Over-communicate if necessary, especially during periods of change or uncertainty. When employees feel well-informed, they are better equipped to navigate challenges and contribute meaningfully to solutions.
2. Utilize Digital Platforms:
   • Leverage digital platforms such as email, Slack, or other internal communication tools to disseminate updates and important information promptly. These platforms create a real-time channel for interaction.
3. Quarterly Company Meetings:
   • Conduct regular company meetings at least once a quarter. These gatherings provide an invaluable opportunity for leadership to address the entire team, share updates, recognize achievements, and set the tone for the organization’s collective journey.
4. Diverse Voices in Leadership:
   • Ensure that company meetings are not monologues. Encourage participation from various members of the leadership team, allowing different perspectives to be heard. This not only enriches the communication but also showcases a united front.

Remember, communication is not just about transmitting information; it’s about fostering a culture of collaboration, trust, and shared purpose. By prioritizing transparent and frequent communication, senior management sets the stage for a resilient and engaged workforce.

The decision to implement layoffs is undoubtedly one of the most difficult challenges leaders face. Unfortunately, Dave has needed to implement multiple layoffs over his years in senior management roles.  While the initial impact is undoubtedly negative, it is crucial to recognize that, when executed thoughtfully, layoffs can serve as a catalyst for positive transformation within an organization.

The Unpleasant Necessity:

1. In the Best Interest of the Organization:
   • No leader takes pleasure in letting someone go, but there are instances when it becomes imperative for the overall health of the organization. Delaying necessary changes can be detrimental in the long run.
2. Positive Outcomes through Change:
   • Embracing necessary reductions and changes, even though painful, can lead to a stronger, more resilient organization. It’s an opportunity to reassess, realign, and position the company for future success.

The Initial Negative Responses:

1. Impact on People and Families:
   • Acknowledging the impact on individuals and their families is essential. Layoffs affect lives, and this understanding should guide the process with empathy and support.
2. Increased Workload for Remaining Employees:
   • A common concern among remaining employees is the increased workload. Addressing this proactively and demonstrating a commitment to support the team is crucial.

Turning Challenges into Positives:

1. Relief and Empowerment:
   • Communicating layoffs transparently and thoughtfully can lead to a surprising response. Over time, remaining employees may feel a sense of relief that non-performers are gone. This can transform into empowerment, motivating the team to strive for success.
2. Creating a Sense of Winning:
   • In challenging financial situations, employees may not feel like winners. A well-executed restructuring can change this narrative. It becomes an opportunity for the team to focus on winning — overcoming challenges, improving performance, and collectively contributing to the organization’s success.

Layoffs are undoubtedly challenging, but with the right approach and support, they can lead to a revitalized and more resilient organization.

In the dynamic landscape of the technology sector, designing comprehensive and effective total compensation programs is crucial for attracting, motivating, and retaining top talent. Dave has a wealth of experience in implementing diverse compensation structures, encompassing salary, variable compensation, equity, and benefits.

Key Principles of Total Compensation Programs:

1. Alignment with Shareholder Interests:
   • Prioritize structuring compensation programs that align with shareholder interests. This ensures that the incentives driving employee performance are directly linked to the company’s overall success.
2. Motivation Through Performance:
   • Lean towards programs that reward real performance. Variable compensation components are designed to be transparent, easy to understand, and directly tied to individual and company achievements. This clarity motivates the team to excel and contributes to a high-performance culture.
3. Transparency and Understanding:
   • Total compensation programs should not be shrouded in complexity. Advocate for transparent structures that allow employees to easily track their performance-related earnings. This transparency fosters a sense of ownership and understanding among the team.
4. Governance Alignment:
   • By aligning compensation programs with shareholder interests, we contribute to effective governance. Programs should be  designed to not only motivate employees but also ensure that their efforts contribute to the long-term success and sustainability of the company.

The evolving landscape of workplace policies has seen a shift towards flexible vacation approaches, aiming to eliminate the monthly accrual and associated liabilities. While this strategy offers advantages, it comes with its own set of considerations.

Pros of Flexible Vacation Policies:

1. Focus on Results:
   • Flexible vacation policies shift the focus from hours worked to results achieved. It encourages employees to prioritize productivity over clocking in and out, fostering a results-driven culture.
2. Employee Empowerment:
   • Granting employees the autonomy to manage their own time empowers them to take breaks when needed. This can enhance work-life balance and contribute to overall job satisfaction.
3. Saves on Liabilities:
   • By eliminating the accrual and monthly liability associated with traditional vacation plans, companies can potentially save on financial obligations, providing more flexibility in budgeting.
4. Attracts Talent:
   • Flexible vacation policies can be an attractive perk for potential hires. It signals trust in employees’ ability to manage their workload responsibly.

Cons and Considerations:

1. Accrual Accumulation:
   • One significant challenge is the risk of employees accumulating unused vacation days. This can lead to a scenario where employees perceive accrued days as a form of savings, potentially resulting in challenges when they decide to cash out upon departure.
2. Communication Challenges:
   • The success of a flexible vacation policy hinges on effective communication and documentation. Ambiguity in the policy’s terms or inconsistent communication can lead to misunderstandings and false expectations.
3. Company Culture Impact:
   • Shifting from a traditional accrual program to a flexible plan requires careful consideration of the existing company culture. Resistance may arise initially, and managing this transition is crucial for success.
4. Enforcement and Tracking:
   • Companies must establish clear guidelines for tracking and enforcing the policy. This includes ensuring that employees feel comfortable taking the time off they need without fear of repercussions.

Navigating the Transition:

1. Communication Strategy:
   • Clearly communicate the goals and guidelines of the flexible vacation policy. Use terms like “flexible,” “on demand,” or “unlimited” to convey the approach while avoiding misconceptions.
2. Documentation and Policies:
   • Document the flexible vacation policy comprehensively, outlining the expectations and procedures. Ensure that employees have access to this information and can reference it when needed.
3. Transition Support:
   • Provide support during the transition, addressing concerns and clarifying any misconceptions. Encourage open communication and feedback to address the evolving needs of employees.
4. Continuous Evaluation:
   • Regularly evaluate the impact of the flexible vacation policy. Gather feedback from employees and assess its alignment with company objectives. Adjustments may be needed to strike the right balance.

Dave has successfully guided teams through the transition from traditional accrual programs to flexible vacation plans. While initial resistance is not uncommon, the long-term benefits often outweigh the challenges. Clear communication, documentation, and a focus on results contribute to a seamless transition.