1974-87: J.C.Schumacher Co. Founder, President and CEO. Point of use ultrahigh materials purity was related to device yield for the first time through improved process control with CVD source materials and delivery equipment systems. These systems which are worldwide manufacturing standards today, were sold to the semiconductor, photovoltaic solar cell and fiber optic device fabrication industries. Served markets were dominated on a worldwide basis with 100+% average annual growth in revenues. Double digit profitability and 20+% R&D was maintained throughout this period. The Company was sold to Air Products in 1987 who continue to operate it profitably.

Additional Technical Background includes: Stanford University Ph.D earned with studies of the interrelation of electronic and mechanical properties of metal surfaces, which served as the basis for first awarded patent; Lockheed Research, liquid phase preparation of thoria dispersion hardened metals and the theory of operation of high current density alkali metal electrode batteries were developed; Lockheed Missiles Division Here, electromechanical device manufacturing yields were dramatically improved by introducing in-process electrical tests and statistical analysis of test results. Many advanced design ordnance systems were also developed; MIT Cl and Br quadrupole spectrometers were developed for investigating the "Trans Effect" in Pt square planar complexes; Cal Tech Jet Propulsion Lab cocognizant engineer responsible for development of the solid propellant rocket motors for the Sergeant Missile System and the Explorer Satellite Launch Vehicle; BS Chemistry, Stanford; MS Chemical Engineering MIT. Listed: Who’s Who in America (1997)

• Solid propellant rocket motor thermal gradient effect compensator

• EBW ordnance device SPARK GAP preassembly tester

• Non-contact SURFACE STRAIN measurement instrument

• Introduction of use of ATOMIC ABSORPTION to the semiconductor industry to provide Ppb and Ppt level purity

• First ever shipment of CVD SOURCE MATERIALS in use containers (bubblers) with breakseals to provide ULTRA HIGH POINT OF USE PURITY

• Source temperature controllers included with bubbler shipments to provide A CHEMICAL SYSTEM

• The MDOT precise saturated vapor mass flow controller with 0.1% repeatability

• PBr3 for LOW SURFACE DAMAGE N Type SHALLOW JUNCTION DOPING

• TCA as an HCl REPLACEMENT

• TEOS/TMB/TEP as oxide source with SUPERIOR CONFORMAL COVERAGE

• HMDS for RESIST PRIME

• Solid AS, B, and Sb sources for ION IMPLANTATION

• The Chemical Refill System for annual rather than weekly CVD source change out

• High efficiency, low temperature, closed loop FLUID BED PROCESS for semiconductor grade POLYSILICON production

• Continuous Melt Replenishment process for single crystal silicon ingot growth

• Low cost THIN FILM process for SOLAR CELL manufacturing

• Low maintenance high efficiency BURN BOX for TOXIC GAS DESTRUCTION

• HYBRID carbon adsorption/combustion system for VOC destruction

• Direct THERMAL OXIDATION system for VOC destruction

• METAL OXIDE absorbent device for Catastrophic Release CONTAINMENT

• Device for METAL ETCH exhaust clogging elimination

• "Peer to peer" selling, where customer engineers with integrity, intelligence and excellent interpersonal skills were recruited and hired as salesmen and women, despite their belief they could not be successful salesmen due to an engineer type personality. The innovation was to recognize exactly this fact, that the engineers would be perceived as a trustworthy peer by potential customer engineers rather than "slick" sales person who would be either uninformed or untruthful. In addition, the engineers turned sales people, as highly skilled process engineers, became trusted manufacturing "consultants" to customers due to their wide exposure to real life problems experienced and solved across their customer base. This is the industry wide model today.

• Life cycle cost of ownership based marketing, wherein materials priced at $1/gram were able to drive competitors with the same chemical compounds priced at $0.1/gram from the worldwide marketplace, based on higher purity delivered to the process which not only improved process control and material use efficiency, but eliminated the statistical sports from the raw material populations which are responsible for processes crashing and the concomitant loss of expensive processed wafers.

• Customer-supplier long term partnering wherein 20% of sales were returned the to customer in the form of investment in new product development to meet his future requirements. This strategy was first pointed out in price negotiations and then implemented on several levels: (1) John Schumacher would make an annual visit to each customer in the world to present a topical technical seminar. This would be followed by in depth technical meetings in which customer engineers were briefed on product development progress since the last visit, and asked about their existing and anticipated materials related problems. This input was a main contributor to the next year’s R&D project definition and budget allocation. (2) Sales people were trained to continue to discover customer’s existing or anticipated materials related problems on an ongoing basis, in order to help define new product opportunities for the Company. (3) Sales people were defined as customer advocates a strategy implemented through assignment of decision making responsibility for returns and allowances to the Sales Department rather than to Quality or Finance, as well as providing membership on the MRP committee to a representative from Sales.

• Market driven, as opposed to technology driven nature of the corporate culture developed by John Schumacher was exemplified by system solution products to problems that provided complete resolution of all technical issues. This required integration of multiple disciplines in product design and development efforts.

• A Product Manager as "CEO to be" system was installed on a matrix management basis, and MBAs with technical undergraduate backgrounds recruited into the program. This 100% responsibility- little authority approach taught the negotiating and team building skills required in upper management. All members of this program have gone on to become CEOs.