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Dr. Stephen A. Di Biase served as the Chief Executive Officer of Laser Applications Technology (LAT) LLC and as currently President of Premier Insights, LLC. He is an entrepreneur, building businesses and capabilities from emerging technology.  In leading LAT, Dr. Di Biase developed the business model and go to market strategies for introducing a disruptive technology for labeling produce.  With Premier Insights, Dr. Di Biase teaches leaders how to become more innovative by making innovation a discipline they can refine.

During his 40 year career, Dr. Di Biase has become accomplished in using innovation to create value in a global commercial setting.  He has over 20 patents, mentored technical professionals, and taught innovation and human resource management in both corporate and university settings. He has guest lectured at several academic institutions and has authored books, patents and corporate publications. 

Dr. Di Biase graduated from The Pennsylvania State University and sits on the Science Advisory Board for The Pennsylvania State University. He is also a retired member of the Board of Trustees for the Mt. Union College, and has served on the Board of Directors of the Industrial Research Institute, a leading experienced based innovation management association.

Prior to joining JohnsonDiversey, Dr. Di Biase spent 26 years with the Lubrizol Corporation, where he held a variety of leadership positions, including general management roles and those with profit and loss responsibility for emerging businesses derived from technology platforms.  These global assignments often involved business development from strategy conception to execution managing teams of Sales, Marketing, and Business Development professionals.

Prior to accepting the assignment in business development Dr. Di Biase was the Vice President – Research, Development, and Engineering where he was responsible for the global technical and scientific leadership for a centralized R&D function comprising of 700 professionals, an operating budget of $120+ million, and a capital budget of $10+ million. 

In this role Dr. Di Biase fostered innovation and delivered results using processes such as stage gates, project and portfolio management, 6-Sigma, and advanced statistics while introducing a variety of IT based tools such as data mining and predictive modeling.

Dr. Di Biase has served as chairman of The Lubrizol Foundation Scholarship Committee, Chairman of the Northeastern Ohio Section of the American Chemical Society, Board member of the Cleveland Area Research Directors (CARD) and in The Boy Scouts of America where he served in a variety of posts.   Dr. Di Biase has been honored by The Pennsylvania State University College of Science with its 2007 Distinguished Alumni Award and serves as an adjunct professor at Benedictine University in Naperville IL.

 

 

 

 

 

Food for Thought

Stage Gates

Stephen Di Biase

Stage Gate Process

The concept of an idea-to-launch system is not new. Back in the 1960s, NASA developed its phase review process, an elaborate development system for working with contractors. The U.S. military and many suppliers subsequently adopted the system. But this “first-generation process” was engineering oriented, missed many best practices in NPD, and did not have go or kill decision points or gates. Stage-Gate was developed in the 1980s as a “second-generation NPD process” and is different from phase-review because it is a business process (not just R&D or engineering), built in best practices uncovered from studying exemplary NPD projects, and incorporated tough go/kill gates. Stage-Gate was ultimately trademarked by Robert Cooper and the Product Development Institute in the United States. A number of variants of Stage-Gate were developed by a range of consulting firms and users but employed different names, such as “phase-gate” process or “gating” process. Now companies are moving toward next generation, or third generation, processes. This generation, however, may not be as new as it sounds, especially when you consider the article that appeared almost 15 years ago in PDMA’s Journal of Product Innovation Management (JPIM) titled “Third Generation New Product Processes.” The evolution and improvement of phase processes in NPD goes on.