Howard Danzyger is an experienced leader in product development and program management with over 30 years of experience. He has held director roles at several large companies, including The Master Lock Company, Waterloo Industries, and Home Products International. Danzyger has expertise in areas such as new product development, portfolio and resource management, process improvement, and consumer-driven innovation. He has successfully developed numerous products that exceeded sales expectations. Danzyger also has 14 issued US patents related to various consumer products.
Howard Danzyger is a senior leader with over 25 years of experience in product development, program management, and portfolio management. He has a track record of successfully developing and launching hundreds of new products on time and on budget. He is passionate about innovation and driving organizational improvement through initiatives like process development.
This document provides an overview of the Stage-Gate idea-to-launch model for managing product innovation. It describes Stage-Gate as a proven approach that transforms organizations' best new ideas into winning new products. Companies that implement Stage-Gate successfully see higher success rates of 63-78% compared to 24% for poor performers. The document outlines five proven drivers of success for Stage-Gate processes: having a customer-driven focus, conducting strong upfront activities, implementing tough Go/No Go decision points, utilizing truly cross-functional teams, and ensuring top management involvement. It positions Stage-Gate as the industry standard for managing new product innovation excellence.
Pros & cons of phase gate by akhilesh nawadeakhilesh7486
This document discusses phase gate management systems used in the IT industry. It describes phase gates as a combination of operational and conceptual roadmaps to ensure project success. The key phases are identification, analysis, development, testing, release, and post-review. Phase gate processes involve activities and gate controllers. The IT industry uses methodologies like waterfall, agile, RAD, six sigma, and kanban with phase gates. Advantages include improved speed, quality and costs while disadvantages include potential overhead and forcing decisions prematurely.
Integrating Stage Gate with Product Development Models and the CMMI WB v2.2Tim Kasse
The document discusses various product development lifecycle models and how they relate to stage gate processes. It provides high-level definitions and diagrams of common models including waterfall, V-model, incremental development, spiral development, and evolutionary development. It also summarizes typical models used for smaller, less complex, or safety critical projects such as agile software development, prototyping, and concurrent engineering lifecycles. Contact information is provided for Tim Kasse, the principal consultant.
The document summarizes the Stage-Gate process, which is a method used to manage new product development and innovation projects. It describes the main stages of the process including discovery, screening, scoping, development, testing and validation, launch, and post-launch activities. It also lists some of the goals and benefits of using the Stage-Gate process such as improving quality, focus, market orientation, and cross-functional teamwork.
New Product Development Tools and Techniques SurveyDayu Tony Jin
This is the questionnaire that I developed for one of my market research research project. Various techniques have been incorporated to improve response rate. For details, please visit: http://servicesresearch.blogspot.sg/2010/10/research-methogology-course-summary-2.html
The Critical Role of Sales Throughout the New Product Development ProcessGreg Bonsib
The sales team has a critical role at every stage of the NPD process. So does product marketing. These roles are very different and each crucial to the ultimate product commercialization success in the marketplace.
Howard Danzyger is a senior leader with over 25 years of experience in product development, program management, and portfolio management. He has a track record of successfully developing and launching hundreds of new products on time and on budget. He is passionate about innovation and driving organizational improvement through initiatives like process development.
This document provides an overview of the Stage-Gate idea-to-launch model for managing product innovation. It describes Stage-Gate as a proven approach that transforms organizations' best new ideas into winning new products. Companies that implement Stage-Gate successfully see higher success rates of 63-78% compared to 24% for poor performers. The document outlines five proven drivers of success for Stage-Gate processes: having a customer-driven focus, conducting strong upfront activities, implementing tough Go/No Go decision points, utilizing truly cross-functional teams, and ensuring top management involvement. It positions Stage-Gate as the industry standard for managing new product innovation excellence.
Pros & cons of phase gate by akhilesh nawadeakhilesh7486
This document discusses phase gate management systems used in the IT industry. It describes phase gates as a combination of operational and conceptual roadmaps to ensure project success. The key phases are identification, analysis, development, testing, release, and post-review. Phase gate processes involve activities and gate controllers. The IT industry uses methodologies like waterfall, agile, RAD, six sigma, and kanban with phase gates. Advantages include improved speed, quality and costs while disadvantages include potential overhead and forcing decisions prematurely.
Integrating Stage Gate with Product Development Models and the CMMI WB v2.2Tim Kasse
The document discusses various product development lifecycle models and how they relate to stage gate processes. It provides high-level definitions and diagrams of common models including waterfall, V-model, incremental development, spiral development, and evolutionary development. It also summarizes typical models used for smaller, less complex, or safety critical projects such as agile software development, prototyping, and concurrent engineering lifecycles. Contact information is provided for Tim Kasse, the principal consultant.
The document summarizes the Stage-Gate process, which is a method used to manage new product development and innovation projects. It describes the main stages of the process including discovery, screening, scoping, development, testing and validation, launch, and post-launch activities. It also lists some of the goals and benefits of using the Stage-Gate process such as improving quality, focus, market orientation, and cross-functional teamwork.
New Product Development Tools and Techniques SurveyDayu Tony Jin
This is the questionnaire that I developed for one of my market research research project. Various techniques have been incorporated to improve response rate. For details, please visit: http://servicesresearch.blogspot.sg/2010/10/research-methogology-course-summary-2.html
The Critical Role of Sales Throughout the New Product Development ProcessGreg Bonsib
The sales team has a critical role at every stage of the NPD process. So does product marketing. These roles are very different and each crucial to the ultimate product commercialization success in the marketplace.
Applying the Stage Gate Model for the Manufacturing Arenampaciorek
Take a cursory glance at the Six Stage Gate model that has been utilized for effective new product development within multiple manufacturing specializations.
This slide deck was used at my presentation during PM Labs in Moscow on Nov 18th 2010.
The purpose of this session was to demonstrate best in class practices for IT product and service development. It showed tools and techniques that allow project and product managers to select most promising idea, develop, and successfully launch it in the market
This document summarizes key points from a presentation on new product development given at an InventVermont meeting. It shows that most new product ideas fail and significant resources are wasted in the process. However, companies that are more successful at new product development introduce ideas more frequently, achieve higher sales and profits from successful products, and obtain higher returns on investment. The document advocates using a stage-gate system to manage the new product development process, and provides criteria for evaluating projects at each stage, including strategic fit, market potential, technical feasibility, and financial metrics. Repeated use of this system leads to cost reductions due to experience effects.
1. The document discusses strategies for successful product innovation, highlighting the importance of customer focus, front-end homework, and spiral development. It analyzes research showing critical drivers of new product performance and shares best practices from leading companies.
2. A key finding is that companies with a well-defined innovation strategy, customer-focused idea-to-launch process, and emphasis on front-end work have much higher new product success rates and profitability. They also build customer input and testing into every stage.
3. Spiral development is presented as an effective method for managing fluid information through iterative build-test-feedback cycles with early versions and prototypes to refine the product definition.
The document outlines a 5-stage product development process: 1) Concept, 2) Research, 3) Analysis, 4) Develop, and 5) Launch. Each stage involves description of activities, key deliverables, checkpoints to review deliverables and make go/no-go decisions on whether to proceed to the next stage, incubate the idea further, or kill the idea. The process aims to take a new product idea from initial concept through to market launch.
The document outlines a stage-gate model for managing a new product development process. It includes goals for the process, definitions of key terms like stages and gates, and descriptions of activities at each stage and criteria for passing through gates. The overall goal is to efficiently develop new products with a strong market and competitive focus through cross-functional collaboration and go/kill decision points.
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
This document provides guidelines for managing innovation projects using a stage-gate process. It describes the stage-gate model used by the Industrial Technologies Program, which includes 5 stages of project development from preliminary investigation through commercialization. Each stage involves certain research activities, and gates are decision points where projects are evaluated against criteria to determine if they should progress to the next stage or be halted. The guidelines are intended to increase the likelihood of successfully developing and deploying new energy technologies.
2014 sdlc project and gate process rollout published v6Jayne Edwards
This document outlines an IT project management framework for a school district. It describes the project lifecycle with 7 phases and 5 gate reviews. It defines minor and major project types based on cost, duration, teams involved, etc. and the key deliverables and resources required for each phase. It also discusses the project request and approval process through Footprints and Innotas tools, and the weekly gate review meetings to ensure projects meet requirements and quality standards. The goal is to provide rigorous project management and accountability to deliver quality solutions and value to customers.
Stage gate innovation process powerpoint presentation templatesSlideTeam.net
The document describes a stage gate innovation process that consists of 5 stages and 5 gates. Ideas move from screening to development to testing and then launch, passing through a gate between each stage. The stages include scoping, building a business case, development, testing and validation, and launch.
Stage-Gate success: How the social web drives product developmentNetworked Insights
Social data is becoming increasingly important in the new product development processes of many companies. In particular, manufacturers are tapping into social conversations as they explore new product ideas in order to learn what consumers are interested in and talking about. Later, when launch is imminent, social channels are becoming a key factor in setting media and advertising strategies.
The document discusses the benefits of using a stage-gate process for new product development. It outlines that a well-defined stage-gate process provides structure, ensures cost objectives and timelines are established, and allows for cross-functional collaboration and oversight of projects. The stage-gate process divides new product development into stages with gate reviews between each stage to assess project scope, risks, and plans before committing further resources. This approach aims to speed development of high-quality, profitable products that meet customer needs.
New Product Development and Stage GatesRick Berzle
Shared experiences of delivering new software products from start-ups to well established companies -- from no process to very formal stage gates.
Presented to University of San Diego Business class.
The document outlines the key roles and responsibilities of product management. It discusses conducting market analysis, identifying new product candidates by discovering opportunities and determining buying/building decisions. It also covers gathering customer needs, defining product requirements, determining business cases, building customer-oriented solutions, evangelizing new products, assembling product roadmaps, developing products on schedule, and ensuring product quality. The overall goal is to avoid failures by properly planning and executing each stage of the product development lifecycle in a customer-centric manner.
The document discusses various strategies related to innovation and new product development. It defines key concepts like corporate strategy, business strategy, innovation strategy, and new product strategy. It describes different types of new product strategies, such as Miles and Snow's prospectors, analyzers, defenders, and reactors typology as well as Cooper's types A through E. The document also discusses how to define strategic arenas of focus, including by markets, product types, and technologies. Finally, it provides references for further reading on new product management strategies.
This document provides an overview of a presentation on delivering competitive exports when exchange rates are equal between currencies. It discusses idea generation and product development processes. It emphasizes strategic alignment of business priorities with opportunities through identifying customer needs and formulating strategies. A product-market matrix outlines different strategies like market penetration, development, product development, and diversification. Effective project management is key to avoiding downward spirals from issues like poor prioritization. A phase-gate product development process and portfolio management are presented as tools to manage projects and resources effectively.
An introduction to the Product Management Framework (PMF) being developed for AIPMM to provide a standard, total lifecycle process for product management professionals.
This document discusses applying lean principles to new product introduction processes. It provides background on the origins of lean thinking at Toyota in the 1940s-1960s. Lean principles for manufacturing like specifying value, identifying waste, and making the value flow are also applicable to product development. The document presents a case study of applying single-piece flow to reduce lead times at Weston Aerospace. It concludes that while lean has focused on reducing waste in manufacturing, development teams must also focus on identifying and enhancing value to customers.
Rakesh Sunyara has over 10 years of experience in product management roles. He is currently a Product Marketing Manager at Ricoh UK, where he is responsible for launching new products and managing existing ones through their lifecycle. Previously, he worked as a Product Manager and helped develop a new high-speed scanner. He also has experience as a New Product Development Manager at Procter & Gamble, where he helped research, develop and launch various new products in Europe, the Middle East, and Latin America. Rakesh has a BSC in Chemistry with Business Management and is trained in Lean Six Sigma and various product development techniques.
Applying the Stage Gate Model for the Manufacturing Arenampaciorek
Take a cursory glance at the Six Stage Gate model that has been utilized for effective new product development within multiple manufacturing specializations.
This slide deck was used at my presentation during PM Labs in Moscow on Nov 18th 2010.
The purpose of this session was to demonstrate best in class practices for IT product and service development. It showed tools and techniques that allow project and product managers to select most promising idea, develop, and successfully launch it in the market
This document summarizes key points from a presentation on new product development given at an InventVermont meeting. It shows that most new product ideas fail and significant resources are wasted in the process. However, companies that are more successful at new product development introduce ideas more frequently, achieve higher sales and profits from successful products, and obtain higher returns on investment. The document advocates using a stage-gate system to manage the new product development process, and provides criteria for evaluating projects at each stage, including strategic fit, market potential, technical feasibility, and financial metrics. Repeated use of this system leads to cost reductions due to experience effects.
1. The document discusses strategies for successful product innovation, highlighting the importance of customer focus, front-end homework, and spiral development. It analyzes research showing critical drivers of new product performance and shares best practices from leading companies.
2. A key finding is that companies with a well-defined innovation strategy, customer-focused idea-to-launch process, and emphasis on front-end work have much higher new product success rates and profitability. They also build customer input and testing into every stage.
3. Spiral development is presented as an effective method for managing fluid information through iterative build-test-feedback cycles with early versions and prototypes to refine the product definition.
The document outlines a 5-stage product development process: 1) Concept, 2) Research, 3) Analysis, 4) Develop, and 5) Launch. Each stage involves description of activities, key deliverables, checkpoints to review deliverables and make go/no-go decisions on whether to proceed to the next stage, incubate the idea further, or kill the idea. The process aims to take a new product idea from initial concept through to market launch.
The document outlines a stage-gate model for managing a new product development process. It includes goals for the process, definitions of key terms like stages and gates, and descriptions of activities at each stage and criteria for passing through gates. The overall goal is to efficiently develop new products with a strong market and competitive focus through cross-functional collaboration and go/kill decision points.
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
This document provides guidelines for managing innovation projects using a stage-gate process. It describes the stage-gate model used by the Industrial Technologies Program, which includes 5 stages of project development from preliminary investigation through commercialization. Each stage involves certain research activities, and gates are decision points where projects are evaluated against criteria to determine if they should progress to the next stage or be halted. The guidelines are intended to increase the likelihood of successfully developing and deploying new energy technologies.
2014 sdlc project and gate process rollout published v6Jayne Edwards
This document outlines an IT project management framework for a school district. It describes the project lifecycle with 7 phases and 5 gate reviews. It defines minor and major project types based on cost, duration, teams involved, etc. and the key deliverables and resources required for each phase. It also discusses the project request and approval process through Footprints and Innotas tools, and the weekly gate review meetings to ensure projects meet requirements and quality standards. The goal is to provide rigorous project management and accountability to deliver quality solutions and value to customers.
Stage gate innovation process powerpoint presentation templatesSlideTeam.net
The document describes a stage gate innovation process that consists of 5 stages and 5 gates. Ideas move from screening to development to testing and then launch, passing through a gate between each stage. The stages include scoping, building a business case, development, testing and validation, and launch.
Stage-Gate success: How the social web drives product developmentNetworked Insights
Social data is becoming increasingly important in the new product development processes of many companies. In particular, manufacturers are tapping into social conversations as they explore new product ideas in order to learn what consumers are interested in and talking about. Later, when launch is imminent, social channels are becoming a key factor in setting media and advertising strategies.
The document discusses the benefits of using a stage-gate process for new product development. It outlines that a well-defined stage-gate process provides structure, ensures cost objectives and timelines are established, and allows for cross-functional collaboration and oversight of projects. The stage-gate process divides new product development into stages with gate reviews between each stage to assess project scope, risks, and plans before committing further resources. This approach aims to speed development of high-quality, profitable products that meet customer needs.
New Product Development and Stage GatesRick Berzle
Shared experiences of delivering new software products from start-ups to well established companies -- from no process to very formal stage gates.
Presented to University of San Diego Business class.
The document outlines the key roles and responsibilities of product management. It discusses conducting market analysis, identifying new product candidates by discovering opportunities and determining buying/building decisions. It also covers gathering customer needs, defining product requirements, determining business cases, building customer-oriented solutions, evangelizing new products, assembling product roadmaps, developing products on schedule, and ensuring product quality. The overall goal is to avoid failures by properly planning and executing each stage of the product development lifecycle in a customer-centric manner.
The document discusses various strategies related to innovation and new product development. It defines key concepts like corporate strategy, business strategy, innovation strategy, and new product strategy. It describes different types of new product strategies, such as Miles and Snow's prospectors, analyzers, defenders, and reactors typology as well as Cooper's types A through E. The document also discusses how to define strategic arenas of focus, including by markets, product types, and technologies. Finally, it provides references for further reading on new product management strategies.
This document provides an overview of a presentation on delivering competitive exports when exchange rates are equal between currencies. It discusses idea generation and product development processes. It emphasizes strategic alignment of business priorities with opportunities through identifying customer needs and formulating strategies. A product-market matrix outlines different strategies like market penetration, development, product development, and diversification. Effective project management is key to avoiding downward spirals from issues like poor prioritization. A phase-gate product development process and portfolio management are presented as tools to manage projects and resources effectively.
An introduction to the Product Management Framework (PMF) being developed for AIPMM to provide a standard, total lifecycle process for product management professionals.
This document discusses applying lean principles to new product introduction processes. It provides background on the origins of lean thinking at Toyota in the 1940s-1960s. Lean principles for manufacturing like specifying value, identifying waste, and making the value flow are also applicable to product development. The document presents a case study of applying single-piece flow to reduce lead times at Weston Aerospace. It concludes that while lean has focused on reducing waste in manufacturing, development teams must also focus on identifying and enhancing value to customers.
Rakesh Sunyara has over 10 years of experience in product management roles. He is currently a Product Marketing Manager at Ricoh UK, where he is responsible for launching new products and managing existing ones through their lifecycle. Previously, he worked as a Product Manager and helped develop a new high-speed scanner. He also has experience as a New Product Development Manager at Procter & Gamble, where he helped research, develop and launch various new products in Europe, the Middle East, and Latin America. Rakesh has a BSC in Chemistry with Business Management and is trained in Lean Six Sigma and various product development techniques.
Robert L. DeStefani Jr. is a strategic B2B sales executive with over 16 years of experience in the food ingredients industry. He has a proven track record of setting strategic visions, driving revenue growth, and developing innovative solutions for industry-leading companies. His career highlights include achieving 36.94% year-on-year revenue growth at Kerry and managing a $19M nationwide territory with Cargill. He has expertise in areas such as strategic planning, R&D, partnership building, and customer relationship management.
Barbara Hodges is an experienced product manager and marketing manager seeking a new position. She has over 19 years of experience in product development, project management, marketing, and ensuring revenue growth. Her previous roles include product manager for a foodservice distribution company where she increased annual sales between 2-9% through category management. She also served as marketing manager, overseeing packaging, branding, and new product launches. Earlier in her career, she was a product category manager for a plumbing products manufacturer, helping to grow revenues from $35M to $140M over 12 years.
Paul Bochko has over 30 years of experience in packaging design and innovation for global consumer brands. He specializes in developing innovative packaging designs that maximize shelf impact while meeting quality standards, budget constraints, and sustainability goals. Bochko has held senior leadership roles at several major consumer goods companies where he directed packaging design teams, collaborated with cross-functional partners, and spearheaded projects from concept to completion.
Paul Bochko has over 30 years of experience in packaging design and innovation for global consumer brands. He specializes in developing innovative packaging designs that maximize shelf impact while meeting quality standards, budget constraints, and sustainability goals. Bochko has held senior leadership roles at several major consumer goods companies where he directed packaging design teams, collaborated with cross-functional partners, and spearheaded projects from concept to completion.
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
Product Line Director, INET - Stuttgart Region, GermanyJeanette Bodkin
Our client are a leading Global Connectivity Solutions provider based in the Stuttgart region, Germany. They've identified this Product Line Director role as a point of entry for vice president-level succession planning. It is hoped that, in time, the successful candidate will be prepared and promoted into a vice president-level position.
Paul June’s Marketing Resume: An innovative, multi-faceted marketing and product development professional with extensive experience in the domestic and international consumer products space. From product development to business development, I have a track record of creating successful product lines, spearheading effective marketplace launches and targeting new markets with decisive go-to-market strategies. I am thoroughly familiar with the utilization of latest internet-based marketing techniques based on web development, social media utilization and development of on-line brand presence. I have repeatedly demonstrated my skills in providing critical insight into future business and consumer trends as well as utilizing cutting edge technologies that capture the imagination of varied audiences. I have a reputation for holding an unwavering commitment to consistent performance at the highest level of professional excellence and I hold a BS degree in Business Administration and Marketing.
Frederick Almogela has over 15 years of experience in product development and retail management. He currently works as a Product Developer for Petco, where he develops new products, manages projects from concept to launch, and leads cross-functional teams. Previously, he held roles in projection analysis, product coordination, and store management. Almogela has a Bachelor's degree in Business Administration from the University of Nevada, Las Vegas.
Loren Doppelt is an innovative product marketing executive with over 30 years of experience launching new consumer and industrial products. He has extensive experience in product design, development, brand management, and strategic product planning. Doppelt has launched dozens of new products across various industries, resulting in increased sales and market share. He holds an MBA in Marketing and a BSME in Mechanical Engineering.
Product Roll Out Strategy Proposal PowerPoint Presentation SlidesSlideTeam
The document provides a product roll out strategy proposal for a client. It includes a cover letter introducing the proposal, an outline of the proposal contents, descriptions of the research, planning, implementation and launch processes, a timeline and communication plan, pricing details, information about the company and team, past experience examples, and next steps. The proposal offers services to effectively communicate product characteristics, develop pricing and supply chain strategies, and create a marketing plan for a new product launch.
Loren Doppelt is an innovative product marketing executive with over 30 years of experience launching new consumer and industrial products. He has extensive experience in product design, development, brand management, and new product launches. Doppelt has held leadership roles at several companies where he successfully grew sales through new product development and strategic marketing initiatives. He has launched over 100 new products across various categories and holds 11 utility and design patents.
Rosemary Sharp has over 30 years of experience in consumer goods, with expertise in product development, sourcing, supply chain management, and sales. She has held senior executive roles at several companies, where she improved profitability through initiatives like reducing costs, optimizing global sourcing networks, and developing new product lines.
How to Know You are Building the Right Thing by Zalando Sr PMProduct School
Main Takeaways:
-How to better Discover, Define, Design and Deliver according to your product lifecycle
-Key aspects to uncover during the product discovery
-Frameworks and techniques that will help you build confidence
Herbst john resume project manager 2016John Herbst
John Herbst has over 20 years of experience in product development and project management. He has managed projects from concept through commercialization across various industries, bringing products to market on time and under budget. Herbst has a track record of developing successful new products and implementing cost savings initiatives. He has extensive experience overseeing design, engineering, prototyping, manufacturing, and working with international suppliers in Asia.
Loren Doppelt is an innovative product marketing executive with over 30 years of experience launching new consumer and industrial products. He has successfully launched dozens of new products across various industries, generating millions in additional sales. Doppelt holds an MBA in marketing and BSME in mechanical engineering, and has expertise in product development, management, marketing, innovation, and team leadership.
Oracle - How to take control of Product and Service Innovation guide.PDFFrancois Thierart
This document discusses best practices for structured product innovation management. It notes that while innovation is critical for growth, many companies struggle with ineffective processes that result in poor returns on innovation investments. It recommends that companies implement a connected, data-centric approach with digital tools to manage the entire innovation pipeline from idea generation through development and commercialization. This will allow companies to systematically capture and select the right ideas, build business cases, and create a balanced portfolio aligned with strategy. The document outlines five key steps top innovators take including managing ideas from diverse sources, developing requirements, managing concepts and resources, creating investment proposals, and optimizing the portfolio.
Oracle - How to take control of Product and Service Innovation guide.PDF
Portfolio - Generic R2
1. hdanzyger@gmail.com Howard Danzyger
872-202-2544
H O W A R D D A N Z Y G E R , P M P
K E Y S T O S U C C E S S
C O L L A B O R A T I V E L E A D E R S H I P
P R O D U C T D E V E L O P M E N T E X P E R T I S E
P R O J E C T M A N A G E M E N T P R O F E S S I O N A L
P O R T F O L I O & R E S O U R C E M A N A G E M E N T E X C E L L E N C E
C O N S U M E R D R I V E N I N N O V A T I O N
H A N D S O N A N D R E S U L T S O R I E N T E D
Leader in Product Development
through
Product and Program Management
2. Lead the development and continuous improvement of products and processes to
drive increases in sales and profitability. Optimize the product development
process through best practices in process governance, program management and
portfolio & resource management. Deliver successful new products identified
through appropriate qualitative and quantitative consumer, customer and market
research resulting in innovative features and product designs that are engineered
to optimize the product value.
Utilize background in product development, program management, portfolio
management, resource management, product marketing, channel marketing,
sourcing and manufacturing to collaborate cross-functionally.
Successfully develop products resulting in sales and profits that
surpass expectations
My Mission
hdanzyger@gmail.com Howard Danzyger
872-202-2544 2
3. FORTUNE BRANDS HOME AND SECURITY 2012-2016
THE MASTER LOCK COMPANY, Oak Creek, Wisconsin 2015-2016
o Director of Product Development and Program Management
WATERLOO INDUSTRIES, Oak Creek, Wisconsin 2012-2015
o Director of Product Development and Engineering, 2014-2015
o Director of Engineering and Product Marketing, 2012-2014
HOME PRODUCTS INTERNATIONAL, Chicago, Illinois 2008-2012
Director of New Product Development 2011-2012
Category Director – Garment Care 2008-2011
NEWELL RUBBERMAID OFFICE PRODUCTS GROUP, Oak Brook, Illinois 2003-2008
Director of Product Development – Coloring and Art Global Business Unit 2006-2008
Product Development Leader – Coloring and Art Strategic Business Unit 2003-2006
FELLOWES INC., Itasca, IL 1990-2003
Engineering Manager – Technology Accessory Group 2001-2003
Engineering Manager- Computer/Consumer Electronic Accessory Group 1998-2001
Product/Manufacturing Engineer 1991-1998
Industrial Engineer 1990-1991
LITTON INTEGRATED SYSTEMS, Hebron, KY 1987-1989
Systems Engineer
My Positions
hdanzyger@gmail.com Howard Danzyger
872-202-2544 3
11. Capability Summaries
Product Development: Experienced leader of hundreds of product development
projects for Fellowes, Newell Rubbermaid, Home Products International, and The Master
Lock Company
o Led development teams in the launch of 13 new product development projects at Master Lock in 2015
resulting in over $5M in new sales in launch year with projected full year sales of over $14M
o Oversaw development of tool storage products for Cornwell Ind. resulting in sales increases of 20%
o Facilitated development of a new line of tattoo storage products opening a new market for Waterloo
o Introduced the first rotating top ironing board into the US market through leadership of product
development and on the ground support in China resulting in placement on HSN and at BBB
o Developed a “no squeak” ironing board height adjustment feature eliminating consumer complaints
o Developed the first artist lightfast pencils to pass ASTM D6901 lightfast standards
o Developed a new tween brand through consumer research, innovative product development and
collaborative vendor development resulting in over $1M in yearly sales
o Drove the growth of computer accessories through consumer driven product development and innovation
leading to 11 published utility patents and double digit yearly sales growth
o Executed product development roadmaps for ergonomic products resulting in an innovative range of gel
wrist rests, mouse pads, keyboard managers, and monitor arms producing over $10M in sales
11
hdanzyger@gmail.com Howard Danzyger
872-202-2544
12. Capability Summaries
Product Management: Led product and channel marketing for Waterloo and
HPI’s Garment Care business unit and have partnered with Product
Management for over 20 years
o Let the Waterloo marketing team in strategic planning and execution of new product
development for this $180M business
o Drove growth of the ironing board category at HPI through management of product
mix and channel differentiation strategy
• Competed with value on OPP ironing boards and innovation on premium ironing boards to
achieve over 70% market share
• Developed customer channel strategy through retail details, SWOT analysis and collaborative
customer interactions that led to 100% of ironing board shelf space at Wal-Mart, K-Mart and
Sears
o Created strategies to improve underperforming categories at HPI
• Directed team to execute development of new indoor dryers resulting in a range of new items
and placement at Target of the Sweater Dryer for BTC 2012
• Focused team on improvements in ironing board cover and pads through competitive analysis,
consumer research, new materials development and cost reductions gaining placement at K-
Mart
o Created product and customer specific presentations that marketed HPI’s product
strengths and led to successful customer product line reviews, year over year
12
hdanzyger@gmail.com Howard Danzyger
872-202-2544me
13. Capability Summaries
Strategic Planning: Proven ability to develop engineering, product
development and business unit strategies with increasing roles within
organizations
o Developed strategic plans at Waterloo that provided focus on our industrial channel
and opportunities to customize products to drive sales revenue and profits
o Developed strategic plans at HPI for the marketing, channel and product development
of the garment care business unit that enabled yearly sales and profit growth
o Created and executed strategy to test and certify all children’s products to meet new
requirements for general certificates of conformity and achieved 100% compliance
o Planned and executed the product development strategy of a new brand of children’s
products for Newell Rubbermaid resulting in over $10M in sales
o Made the strategic recommendation to develop a line of keyboard managers rather
than purchase a competitor that led to Fellowes’ successful entrance into the category
and millions of dollars in sales
13
hdanzyger@gmail.com Howard Danzyger
872-202-2544
14. Capability Summaries
Consumer Driven Innovation: Extensive background in qualitative and
quantitative research leading to the development of highly successful consumer
products
o Ensured team’s incorporated both qualitative and quantitative research in the
development of new products at The Master Lock Company
o Directed team’s development of innovative ironing board accessories through
qualitative focus groups followed by ideation and quantitative consumer research
resulting in the development of concepts for the “perfect fit” ironing board cover
o Led qualitative and quantitative research at Newell Rubbermaid in the development of
a range of children’s products under the Foohy brand
• Qualitative focus groups identified that parents and children liked the interactive nature of the
Foohy brand products
• The Foohy brand was introduced leading to over $10M in sales
o Used qualitative consumer research at Fellowes to identify needs/frustrations with
diskette storage trays and developed a line of trays with internal dividers and media
appropriate sizes that resulted in new placement at mass retailers
14
hdanzyger@gmail.com Howard Danzyger
872-202-2544
15. Capability Summaries
Process Development/Improvement: Led NPD process improvement
projects at Fellowes, Newell Rubbermaid, Hoffmaster, HPI and The Master
Lock Company resulting in the development of improved NPD systems
o Introduced revised Stage-Gate® processes at Waterloo and Master Lock
o Presented a “lean” Stage-Gate® process to HPI management and developed a project
management system resulting in improved focus and prioritization
o Consulted with Hoffmaster, a manufacturer of party goods, and developed a stage-
gate® system that met the needs of their organizational requirements
o Led a cross functional team at Newell Rubbermaid that developed and implemented a
Stage-Gate ® process, trained over 300 colleagues globally, and reduced product
pipeline by nearly 50%
o Researched, developed and implemented a process for checking and approving fabric
color’s at HPI using spectrophotometer’s so that Delta E measurements could be
documented and utilized with customers to provide color approvals in 50% of the time
15
hdanzyger@gmail.com Howard Danzyger
872-202-2544
16. Capability Summaries
Program/Project Management: Experienced in managing scope, cost and
timing requirements for programs and in implementing best practices in
organizations
o Developed project timing and cost tracking tools that enabled collaborative reviews of
projects and encouraged the identification and resolution of project issues
o Well versed in Microsoft Project and skilled in training others in its effective use
o Certified as a Project Management Professional (PMP) through the Project Management
Institute since 2008
Portfolio and Resource Management: Designed and implemented portfolio
and resource management systems at Waterloo and Master Lock resulting in
increases in project throughput and value
o Implemented a decision making framework, portfolio management tools and resource
management tools at Waterloo and The Master Lock Company that enabled quantitative
analysis of our project portfolio and the alignment of resourcing to optimize results
o Directed the creation of a portfolio and resource management system using Agile PPM
software that enabled the collection and analysis of project data resulting in focusing product
development efforts through a reduction of 44% in projects in the portfolio
16
hdanzyger@gmail.com Howard Danzyger
872-202-2544
17. Capability Summaries
Cross Functional Collaboration: Engineering, product development,
program management, marketing, and manufacturing experiences enable me to
communicate well cross functionally and to build key alliances with strategic
partners
o Promote the philosophy that the cross functional project team needs to be involved
early, often and always in each project to improve efficiencies and optimize work
output to avoid “late in the project” problems
o Successful implementation of key cross functional NPD improvement projects at
Fellowes, Newell Rubbermaid, HPI, Waterloo and The Master Lock Company are
evidence of strength in cross functional collaboration
17
hdanzyger@gmail.com Howard Danzyger
872-202-2544
18. Capability Summaries
Product and Channel Marketing: Led product and channel marketing
efforts at Waterloo and HPI providing the tools required by our sales force to
successfully place our products
o Developed product price points and cost targets based upon competitive research and
knowledge of customer margin requirements leading to improved product margins
o Created marketing literature including product sell sheets and spec sheets to promote
the features and functions of our products for our sales force
o Developed customer specific presentations with market and trend research that
demonstrated HPI’s extensive market knowledge
Vendor Partnerships: Worked closely with global suppliers and internal
manufacturing sites to develop new products and improve existing products
o Extensive experience travelling to China, Korea, Japan and India since 1995 with
cultural knowledge that enabled close partnerships resulting in on scope, on time and
on budget development projects
o Promoted “Made in America” whenever possible with strong relationships built with
US manufacturing at Fellowes, Newell Rubbermaid, HPI, Waterloo and The Master
Lock Company
18
hdanzyger@gmail.com Howard Danzyger
872-202-2544
19. Capability Summaries
Regulatory and Customer Compliance: Knowledgeable in CPSC
regulations and customer compliance processes with practical experience in UL
approval process
o Integrated compliance approvals in the NPD process at The Master Lock Company
o Directed HPI’s adherence to CPSC requirements for its line of children’s products
working closely with legal counsel
o Led the product approval process for major mass customers including: Wal-Mart,
Target, K-Mart, Sears, BBB, Dollar General and others resulting in 100% compliance
o Championed the adherence to the Art and Creative Materials Institute (ACMI)
requirements for Newell Rubbermaid’s Fine Art’s group and obtained the first light
fast artist pencils to pass new ASTM lightfast testing requirements
o Developed lines of task lighting and surge protection at Fellowes that required
adherence to the appropriate UL approval processes
o Directed teams in the development of computer mice and keyboards as well as cell
phone headsets that met all regulatory requirements
19
hdanzyger@gmail.com Howard Danzyger
872-202-2544
21. Issued Patents (Cont.)
6,050,833 – Glare Filer for Computer Monitors
6,369,999 – Portable Surge Protector
6,410,994 – Modular Power Strip
6,573,617 – Modular Power Strip
21
hdanzyger@gmail.com Howard Danzyger
872-202-2544
22. Issued Patents (Cont.)
6,505,566 – Support Assembly
5,836,562 – Mounting Device for an Apparatus for Supporting a Keyboard
5,895,020 – Apparatus for Supporting a Keyboard
22
hdanzyger@gmail.com Howard Danzyger
872-202-2544
23. Issued Patents (Cont.)
7,038,664 – Input Device for a Scrolling Computer Display
23
hdanzyger@gmail.com Howard Danzyger
872-202-2544
24. Issued Patents (Cont.)
7,467,907 – Valve Mechanisms for Paint or Ink Brush with Integrated Reservoir
2007,0237,566 - Tethered stationery products
24
hdanzyger@gmail.com Howard Danzyger
872-202-2544
25. Issued Patents (Cont.)
7,467,907 – Iron rest
25
hdanzyger@gmail.com Howard Danzyger
872-202-2544
26. Recommendations
Director of Product Development and Program Management
The Master Lock Company
I had the privilege of working with Howard in his role of Director of Product Development and Program Management at The
Master Lock Company. He was a key leader in bringing process improvements and discipline to the product development
processes. His passion, knowledge and composure were invaluable in fostering collaboration within the organization, aligning
teams, bringing projects to a close on time and on budget and managing the development project portfolio. He is one of the
strongest and well-rounded product management leaders I’ve ever worked with. He is a diplomatic and dedicated team player with
excellent communication skills. Howard's positive energy, friendly personality and passion will be an asset to his next organization.
I would work with him again in a heartbeat.”
Tamara Hatzinger, Sr. Product Manager at Master Lock
Worked with Howard at Master Lock
26
hdanzyger@gmail.com Howard Danzyger
872-202-2544
27. Recommendations
Director of Engineering and Product Marketing
Waterloo
“Howard is a very detail oriented engineering, program, and marketing leader. Howard is not afraid to take on large tasks to
improve the company's results. He also has a very strategic mind and communicates well. Howard and I worked together to launch
a new portfolio and decision making process at Waterloo that enabled us to prioritize and focus resources on the best projects.
Howard directed the engineering and marketing teams and worked well cross-functionally to execute our product development
road map. Howard is a great asset for any company. “
Bill Merrill, VP/General Manager, Waterloo
Managed Howard at Waterloo
27
hdanzyger@gmail.com Howard Danzyger
872-202-2544
28. Recommendations
Category Director, Garment Care
Home Products International
“"Howard displays a strong sense of personal commitment to meeting and exceeding expectations. As Category Directory, he
demonstrated a high level of initiative with the ability to think and act independently. He adapts and adopts new plans, and
supports company efforts with enthusiasm. He developed thoughtful strategic plans for his business unit and led their successful
implementation. He was a pleasure to have as a category leader on the Marketing team."” May 8, 2012
Jaci Volles, EVP, Sales & Marketing, Home Products International
Managed Howard at Home Products International
“I had the distinct pleasure of working with Howard for nearly two and a half years. As the Marketing leader for our products
Howard led with a rare combination of data driven rigor, commitment to excellence, and an extraordinary work ethic. In the
multitude of our work engagements I observed Howard deftly manage foreign sourcing opportunities, new product launches,
quality responses, and value engineering efforts. He approached each of these with thorough preparation and consistently added
significant value at every evolution. I strongly recommend Howard as a Marketing and business professional who would serve any
organization extremely well.” October 30, 2011
David Kogan, Director of Operations, Home Products International
Worked with Howard at Home Products International
““Howard has an exceptional work ethic and attention to detail while tirelessly contributing valuable input to projects. Howard has
a positive attitude and was a pleasure to work with at HPI. He can be counted on to give 100% on a consistent basis and be a
valuable asset to any organization in Product Development or Product Marketing.” May 9, 2012
Rick Buening, Engineering & Quality Manager, Home Products International, Inc.
Worked indirectly for Howard at Home Products International
28
hdanzyger@gmail.com Howard Danzyger
872-202-2544
29. Recommendations
Director of Product Development
Newell Rubbermaid - Office Products Group
“Howard was on my Research, Development and Engineering global leadership team at Newell Rubbermaid. He was a strong new
product development process leader who took the lead, developed process and training material and trained hundreds of people
globally and also put a sustaining and constant improvement processes in place. He also was a strong product development leader
for writing systems and products which can be transformed to any other manufactured consumer product category. He is
trustworthy and reliable and I highly recommend him for continued growth in his position to have a chance to demonstrate his
capability and contribute to any organization.” February 1, 2008
Seshu Seshasai, Group VP, Research, Development and Engineering, Newell Rubbermaid
Managed Howard at Newell Rubbermaid - Office Products Group
“Howard is a highly energized and respected executive that everyone has joy to work with. He is a take-charge person who not only
has the big vision, but also able to develop plans and take actions to realize the vision. While at the Foohy SBU at Sanford, he was
instrumental in developing a new product development process that was later adapted by many other SBUs. His and his team's
extraordinary efforts in new product development had directly contributed to Sanford's top line profits and make this division the
crown jewel among all the Newell Rubbermaid companies. Howard is someone that anyone can count on to deliver results. He
would be a tremendous asset to any organization, I highly recommend him!” February 25, 2008
Jason Wei, Program Manager, Sanford LP - A Division of Newell Rubbermaid Inc.
Worked with Howard at Newell Rubbermaid - Office Products Group
“I worked with Howard for 2 years. He is a great motivator of his team and can be counted on to deliver new products on-time
without compromising the process. Howard championed developing a new product development process for the Office Products
Group that now every business unit follows. Howard is innovative and solution-oriented. You give him the vision of what you want
with new products and he is able to work with his team to deliver it. I highly recommend Howard.” January 25, 2008
Ailinh Hoang-Kim, Sr. Brand Manager Paper Mate Pens, Newell Rubbermaid
Worked directly with Howard at Newell Rubbermaid - Office Products Group
29
hdanzyger@gmail.com Howard Danzyger
872-202-2544
30. Recommendations
Director of Product Development (Cont.)
Newell Rubbermaid - Office Products Group
“Howard is a results oriented manager that stressed innovative thinking to produce solutions for long and short-term business strategies. In
addition, he is constant student of new business practices that assisted our team to remain competitive and productive.
A fair, balanced and motivator that focused on my best interest for career path and future, an example of a devoted manager” February 25, 2008
Kevin Sandoval, Program Manager, Sanford
Reported to Howard at Newell Rubbermaid - Office Products Group
“I worked closely with Howard at Newell Rubbermaid and would highly recommend him for a leadership role in product development or project
management. Howard not only was responsible for the product development within his global business unit, but also led the development and
implementation of a stage-gate new product development process for the organization. Howard brings an infectious energy level and passion to
his work and would be a great asset to any organization.” April 11, 2008
Mike Flader, Engineering Manager, Sanford
Worked with Howard at Newell Rubbermaid - Office Products Group
“Howard is a true leader in product development. He has consistently shown the ability to deliver innovative products on time and on budget.
Howard understands that great results are delivered by great teams so he focuses on developing the capabilities of his people to ensure great
performance. He also knows that delivering consistent results requires a buttoned-down process so he is a big believer and supporter of a stage-
gate process for new product development. Howard is a team player that would be a strong addition to any business.” May 14, 2012
Sean Schubert, Sr. Manager, Corporate Supply Chain Group; Master Black Belt-Continuous Improvement, Newell
Rubbermaid
Worked directly with Howard at Newell Rubbermaid - Office Products Group
“Howard is probably one of the sharpest product development leaders out there. I have met a great deal of people in the recruiting world, and
few stand at or close to Howards level. I would whole heartedly bring him onboard or recommend him to any of my clients, as a huge resource,
and someone well worth any cost of pay.” November 3, 2008
Zachary Paeth, Recruiter, Aerotek Engineering
Was a consultant to Howard at Newell Rubbermaid - Office Products Group
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hdanzyger@gmail.com Howard Danzyger
872-202-2544