SENIOR-LEVEL EXECUTIVE
General Management, Manufacturing, Sales & Marketing
Strategic leader offering over 20 years experience with notable success in delivering impressive results. Expertise in general management, P&L, manufacturing, sales/marketing, multi-site operations, turnarounds, startups, and international business. Active change agent; develops market-driven, strategic business solutions to reengineer underperforming operations and drive revenue growth. Regardless of the challenges, delivered significant achievements serving as general manager of ITT Marlow, general manager of ITT A-C Pump, president of Danly IEM, president of Crane Pumps & Systems, and president of Power-Flo Pumps & Systems. Core strengths:
Strategic Planning/Deployment
Profit Improvement/Asset Management
Culture Change/ Teambuilding
Operational Excellence/Kaizen
Product Development
China Sourcing/Manufacturing
Lean Green Belt
Distribution Management
Organizational Development
PROFESSIONAL HISTORY
President, EUROPOWER INC, SUN CAPITAL PARTNERS 2007-Present
Manufacturer of hydraulic hose, fittings and accessories for industrial machinery and equipment markets. WW sales of $45M.
•Developed and executing strategy to significantly grow industrial distribution channels and strengthen OEM business.
•Implementing Lean methodologies to support improved assembly, logistic, and inventory/warehousing operations.
•Launching new products to complete and extend core product offering.
President, POWER-FLO PUMPS & SYSTEMS (A division of UNITED ELECTRIC POWER) 2006-2007
Key architect and driver of this start-up pump company.
•Created product/market strategies and developed a product portfolio with 46 pump series and over 150 models.
•Negotiated manufacturing/sourcing agreements; forged alliances with partners in China, Taiwan, Mexico and France.
•Established over 30 key initial distribution and direct accounts.
•Led/managed all required technical, commercial, and sales/marketing support activities.
President, CRANE PUMPS & SYSTEMS (A division of CRANE CO.)
2000-2005
Full P&L and operating responsibility for this $110MM manufacturer of pumps & systems for municipal, industrial, commercial, OEM, and military markets; with 4 NA operations and a China joint venture. Company was in significant decline. Recruited to turnaround underperforming operations and lead company through a multi-year strategic plan.
•Deployed Lean culture and methodologies to support growth, quality, productivity, and facility improvements. Increased profits 34%, productivity 32%, and reduced inventory 22% while growing business in selected markets.
•Initiated a client/market-driven culture, consolidated 8 sales groups to a single market focused team, and boosted new products from 3% to 27% of sales.
•Grew low cost country sourcing to over 30% of purchases saving $2.1MM.
•Consolidated manufacturing operations, closing 2 manufacturing facilities and a warehouse operation, relocating production into existing facilities, and delivering $4.1MM in bottom-line improvements.
•Successfully launched a majority U.S. owned China manufacturing joint venture. Negotiated contract, oversaw start-up, held ongoing direct responsibility, and generated $2.5MM in additional operating profit.
•Established eBusiness channel. Features included technical/commercial content, order entry/status, and product selection/configuration. Transitioned 70% of available revenue to this new platform.
President, DANLY IEM (A division of CONNELL LIMITED PARTNERSHIP)
1999-2000
Largest U.S. manufacturer of die sets and die maker supplies with 7 NA facilities. Sales of $75MM. Recruited to restructure business.
•Reversed a downward trend in profitability from a low of 3.3% to over 10%. Increased capacity utilization and manufacturing flexibility across all facilities.
•Initiated a comprehensive customer service training program to align and leverage resources across sites.
•Launched global sourcing projects to decrease costs and increase competitive marketplace advantage.
ITT INDUSTRIES FLUID TECHNOLOGY CORPORATION & DIVISIONS
1988-1999
World leader in the design/manufacture of pumps, valves and fluid controls. Sales of $2.1B.
General Manager, ITT A-C PUMP (1992-1999)
Manufacturer of pumps & systems for the fire protection, pulp and paper, chemical, water and wastewater, mining, and general industrial markets. Sales of $80MM. Following a long period of bankruptcy prior to ITT’s acquisition, A-C Pump was in very poor condition. Challenged to lead company though multi-year turnaround strategy.
•Reestablished profitability from 2% loss to an 8% gain and drove market share through the introduction of new products, improved operations, decreased costs, and strengthened distribution channels.
•Delivered 12% annual growth rate while rebuilding products, operations, and distribution. Drove the company to reemerge as a premier supplier in targeted markets.
•Implemented constraint based “pull” scheduling and dynamic buffer management. Improved customer service levels to 94% on-time while lowering lead-times by 50% or more; in some cases from weeks to days or hours.
•Attained an average 7% annual increase in productivity throughout the organization.
•Implemented an AS400/BPCS fully integrated business system and engineered new business processes.
General Manager, ITT MARLOW (1990-1992)
Manufacturer of pumps & systems for the water and wastewater, computer cooling, leisure whirlpool, and general industrial markets. Sales of $ 30MM. Promoted to position to improve operating results.
•Implemented operational changes improving profitability by 17% and achieved virtually 100% on-time delivery while reducing lead-times and inventories.
•Developed and launched a new line of leisure pumps with patented electronic controls allowing company to expand market leadership positioning.
•Improved quality and customer service levels to reinforce sole supplier status with IBM in a demanding and critical computer cooling application. Raised margins from 23% to 42%.
Industrial Engineering Manager, ITT INDUSTRIES FLUID TECHNOLOGY (1988-1990)
Supervised industrial/manufacturing engineering functions and provided unit support for 21 locations.
Manufacturing Manager, USM DIVISION, EMHART CORPORATION
1983-1988
A major manufacturer of computer-controlled stitching and shoe manufacturing machinery; and high speed computer-controlled equipment for printed circuit board component assembly. Sales of $150MM.
COLT INDUSTRIES 1978-1983
Diversified manufacturer of industrial and engineered products. Sales of $1.5 billion.
Industrial Engineering Manager, QUINCY COMPRESSOR
Industrial Engineer, FAIRBANKS MORSE PUMP, FAIRBANKS WEIGHING, QUINCY COMPRESSOR
CREDENTIALS
BS – Industrial/Management Engineering, Rensselaer Polytechnic Institute
ITT Executive Development Program, Duke University, Fuqua School of Business
Lean Green Belt, University of Tennessee
MSIE courses, Northeastern University
Certified JONAH, Constraint Theory and Application, Goldratt Institute |
