Executive Summary

Executive that thrives in a competitive and challenging environment.  Established entrepreneurial leader with a record of balanced high operational performance, penchant for decision-making, accountability and speed, "quick study" with extensive problem solving experience that leads to turnaround results in Small and Large businesses. Understands business models and adapts them to changing environments and pressures. Specific areas of accomplishment in:

Operational Leadership in Small & Enterprise Businesses	P & L Optimization	Business and Product Strategy/Plans
Problem Solving, Analytical & Process	Cost Competitiveness, Margin Control	Channel Expansion and Business Development
MARCOM, Product Marketing and Launch	Customer and Employee Satisfaction	Ethics and Sarbanes-Oxley Compliance

Job Search

Mark is looking for permanent or interim C-Level, GM, VP Sales/Marketing/Business Development opportunities that will utilize his vast experience and satisfy his desire to continue to achieve daily.  He is looking to take companies to new levels of growth, help perform turnarounds and/or launch new businesses.

Mark Waxenberg Biography

Sales and Sales Operations
Mark Waxenberg joined Xerox Corporation from CUNY. He is fond of saying, "I got my job through the New York Times."  He answered a Sunday ad and became the youngest Account Representative Xerox had ever hired until that time. It certainly beat driving a NYC taxi, his job that paid for college.  Mark learned many lessons selling on the streets of NYC, but none more interesting than how he internalized self-determination, accountability and responsibility. Ask him about that story.

After selling in the “Bowery”, Mark moved uptown where he sold to many of the Fortune 500. He became a Sales Manager in NYC and improved performance by making tough personnel decisions, providing motivation and role model behavior.  Mark’s team became the #1 sales team.

Mark was promoted to Regional Sales Operations Manager where he was responsible for the success of 10 Districts, ~400 sales representatives’ balanced performance. With a reorganization of sales groups, Mark became Sales Planning Manager for three districts in New Jersey.  Mark hired and trained 78 Sales representatives in 18 months keeping all territories filled and very productive.

Product Marketing and MARCOM
Mark moved with his wife and two young daughters to Rochester to become Memorywriter (Typewriter) Product Manager for the two year old business.  Mark was able to make great strides in improving unit sales and market share against IBM.  Getting mindshare was near impossible until Mark came up with a customer and sales strategy that featured a free airline ticket promotion combined with direct mail.  Within a year of this success he was given accountability for the Facsimile and Impact Printer businesses too, representing ~500,000 units. Relying solely on a direct sales organization with $750,000 budgets to sell $595-$2000 products would be impossible.

Channels of distribution became extremely important to these businesses.  Mark departed from the company norm of selling exclusively through a direct sales organization and helped organize a new exclusive indirect sales channel called Agents.  This channel gave coverage to small and medium size businesses in rural geographies and later in Metro areas that were inefficiently covered by a direct sales organization. Today the Agent organization is still in place and selling Xerox’s most expensive systems.

Mark showed his entrepreneurial skills as he turned a $3.5M cost problem into a new Xerox business. The cost to pick up and store for scrap of competitive trade-ins was quite expensive.  Mark managed a P&L turn around by starting up and managing the Merchants Channel. The group managed the valuation of trades and their resale and logistics. Turns improved and hard dollars offset the costs.

Mark’s acumen for turnarounds led him to many different assignments. Once he was faced with the turnaround of customer cancellations in a revenue and profit rich segment. It required creative pricing to resolve.  Other times product, compensation or service was the issue.  Competition was always a factor in each business opportunity. It was in these VP Product Marketing jobs Mark gained his marketing communication (MARCOM) knowledge and skills.

Managing Business Units
In the early 90’s the company formed 21 Business Units to put speed and control into its worldwide businesses. Elements of his VP Product Manager position were; full P&L accountability, customer requirements, product strategy, product development and marketing.  Mark went to Wharton for a concentrated course in finance and to INSEAD in France to gain International Business skills. Mark excelled at managing in these units. He managed more than 100 Software and Hardware solutions from concept to profitable revenue.  Mark was accountable for all aspects of value chain performance. He is a well published spokesman to industry analysts and press. Google; Mark Waxenberg Xerox.

After years of restructuring, and business unit reorganizations Mark rose to Vice President General Manager of the 2 largest remaining divisions managing as many as 6 BU’s, 11 direct reports and 400 employees. Mark problem solved business issue after issue within his units and helped keep the company on course with its financial turnaround. Annually Mark presented to the CEO his organizations 18 month plan and sold the corporation on the value of his BU’s initiatives. Despite making tough people and program decisions Mark managed to keep his Employee Satisfaction scores in the top tier of all managers. During the last five years, Mark also served as the Ethics Officer for over 2000 employees.

Margin maintenance became a must at Xerox. Mark became Director, Strategic Cost Competitiveness with the mandate to lower COG’s 11% annually for three years.  Using Lean Six Sigma and 3M’s “Gap to Entitlement Process” much of the first year’s goal was met when he took Xerox’s buyout package.

CEO Experience in a small business
In June of 2008 Mark became the CEO of LeRoy based FBC Technologies, Inc. This energy efficient wastewater treatment business had previously merged with EC Power and had concluded a management buyback in Feb 2008.
Mark was recommended to management as the key individual to lead the company back to growth. Mark gained excellent small business experience in cash flow management, Business Plan development, Venture Capital financing, project funding, and stretching a dollar. Mark helped develop three new products at FBC which will double its potential market size. He participated in every activity that was required in this small business.

Mark is now looking for permanent or interim C-Level, GM, VP Sales/Marketing/Business Development opportunities that will utilize his vast experience and satisfy his desire to continue to achieve daily.  He is looking to take companies to new levels of growth, help perform turnarounds and/or launch new businesses.

Professional Experience

FBC Technologies, Inc. (Energy Efficient Water Treatment Systems)
2008-2009CEO
Transform a business fresh from management buyout into a Growth Business that would attract buyer in a 3-5 year timeframe.  Produce a Business Plan to attract Equity investment.  Author and deliver investor presentations for various audiences.  Manage marketing and sales channel expansion to enable sales growth.

• Delivered 20+ presentations to Angels, Venture Capital, and private investors
• Negotiated PO Financing for manufacture of large order and improved cash position
• Expanded product and services portfolio that doubled FBC’s served market size
• Repositioned FBC Technologies as a “Green” products and Services Company
• Increased Manufacturer Rep coverage by 33%
• Created Web presence to attract potential business and support sales representatives, Generated constant contact with customers and engineers through quarterly newsletter

Xerox Corporation
2005-2007Corporate Director, Strategic Cost Competitiveness, Lean Six Sigma                    
Reduce Xerox's $9B Cost of Goods $1B over three years.  Create, manage and communicate initiatives to provide base of COG's reductions. Act as catalyst with new ideas for BU's and value chain.  Attack difficult cross-functional initiatives to get best financial and operational outcomes. Worked with engineering to meet new cost goals.  Put in place a culture of continuous cost reduction within operating units to take the place of a Corporate Office program.

• Delivered ~$100M annual savings in six months by managing key initiatives
• Trimmed annual Services cost ~$50M by reducing parts and labor variability worldwide using 3M's "Gap to Entitlement" processes
• Other Key programs included, Product Line Simplification, Total Cost to Xerox, Reuse, Product Reliability, Third Party Services and Remote Services while improving operations

Xerox Corporation
2000-2005Vice President General Manager, Production Solutions Business Unit                  
1997-2000Vice President Marketing and Planning, Xerox Office Products                             
Provide World Wide accountability and product direction for multiple Lines of Business including both hardware and software within Printing Systems and Office Groups. Scope included all aspects of business including P&L, margin management, market share, sales plan and productivity, coverage (sales channels), product strategy, product launch, annuity, project management and value chain costs. Co-chaired engineering reviews to make tradeoffs and improve time to revenue. Also included Customer Satisfaction, employee growth, development and job satisfaction. Present Business Plan and Strategy to Corporation annually. Accountable for Sarbanes-Oxley Compliance. Business Groups Ethics Officer.  Lead for industry analyst communication.

• Generated ~$5B Revenue, Profit ~$390M, Site spend $70M
• Managed 11 direct and 389 indirect reports, 90% + employee satisfaction
• Captured 16 market share points and $168M in incremental equipment sale revenue in one year by planning and executing a product line turnaround
• Launched 11 new products that became more than 35% of Business Groups revenue within 2 years
• Increased distribution capacity 10% by planning and contracting with new partner
• Reduced inventory $101M (from $990M) in single year improving companies cash position by improving forecast, simplifying product lines and marketing slow movers
• Improved 4.5 points in Initial Customer Experience over two year period through Lean Six Sigma projects including, Machine Quality, Billing accuracy, and Customer Training
• Achieved 20% (400-320) improvement in employee productivity by working new job descriptions and ensuring employee outputs had identified customer and usage
• Ensured compliance with corporate policies for ~2000 employees

1983-1993Xerox Corporation
Product Manager, Office Products Group                                                        
Accountable for worldwide Office Product marketing strategy, market share, annual installs and machine population, customer retention, new product launch, channel mix, sales coverage, business model, negotiating value chain costs, pricing and Marketing Communication.

• Started up and managed a $3.5M used equipment business to get value from previously scrapped machines
• Increased customer retention rate 10% through new product upgrade strategy utilizing statistical approaches to improving marketing communications effectiveness
• Captured 8 market share points and grew equipment revenue 33% in a previously declining business by establishing a duel line product strategy to compete with Canon
• Expanded selling resources 30% by introducing new Agent/Concessionaire program

 Xerox Corporation
1973-1983Regional Sales Operations Manager, Sales Planning Manager, Sales Management, Sales Specialist, Account Executive

Selling premium brand hardware, software, services and supplies to both customers and non-customers in NYC. Achieve results through self and others. Hire, train and groom new sales representatives to deliver above plan results. Develop and implement strategic and tactical direction for 20% of North American operations and ensure above plan results.

• #1 Sales Manager in North America based on revenue versus plan 278%
• # 3 Account Executive North America 345% annual sales budget
• Eight presidents and Par clubs in ten years
• Hired and trained 78 Sales Representatives in 18 months keeping all territories filled

Education
1969-1973

City University of New York	Major: Industrial Psychology B.A.
St. John’s University	Graduate Studies Marketing
INSEAD, France	Managerial Skills for International Business
Wharton, University of Pennsylvania	Finance for non-Finance
American University	"Astronaut Program", Executive jumpstart in the Systems Environment
The George Group	Lean Six Sigma

Outside Interests: Cycling, Alternative Energy Startups, Digital Rochester