Edward McCabe

Managed this start-up from August 2003 through October 2005, then delegated day-to-day management responsibility. Currently active as senior member and Chairman.

Consultant to Management specializing in Advertising, Marketing, Finance.

Took the leadership of the third largest direct-to-consumer photoprocessing company in the U.S. in 1997. Pioneered the change from traditional photo processing to digital and increased market share to 30%, while simultaneously lowering COGS through aggressive use of LEAN manufacturing techniques. In 11/2002, the Mystic Color Lab's brand was sold by its Swiss parent and we ceased doing business. However, due to of the extraordinary efforts that the team made under my leadership, 2002 resulted in our highest

Joined Numa as Executive Vice President, and quickly earned a promotion to President and COO. In this position, I was responsible for all areas of the company, and led the company to its most profitable year ever in 1996. I accomplished this through a 46% increase in revenue coupled with a 17% decrease in direct labor, which led to a 35% increase in earnings.

Recruited as Vice President of Marketing for this $300 million music company, I had full responsibility for all marketing, creative and repertoire. During this time, I introduced the CD as the preferred medium for both classical and contemporary music in the RCA & BMG lines. I also introduced electronic publishing in our Creative and Repertoire departments, resulting in annual savings of over $2,500,000 in pre-press costs. During my tenure, I introduced innovative marketing and advertising campaigns that BM

In my position as a Vice President, Management Supervisor, I managed a mix of traditional and non-traditional direct marketing accounts. These included Time-Life, General Foods, Columbia Records, American Airlines AAdvantage and the U.S. Army ROTC program. At Wunderman, I strengthened both the agency and my clients by using my substantial direct marketing experience and talent to improve their marketing.

As Director of Marketing, I was responsible for all of the marketing, merchandising and creative efforts of the company. By introducing structured marketing analysis, I substantially improved the company's return on advertising and catalog investment.

Recruited as a Senior Product Manager, I quickly earned a promotion to the position of Group Product Manager. In that capacity I had P&L responsibility for the company's three largest product lines, and full operational control over the entire company's use of telemarketing.

My entry into direct response marketing was as a Marketing Trainee. Over the following six years I rose steadily in responsibility and position. In my last position, I was the Marketing Director for the company's two largest product lines.