SENIOR EXECUTIVE: Pursuing a management position with a global technology company looking to grow its current business and expand into new markets.
Twenty year track record of spurring organizations to extraordinary growth:
• Qualcomm Developed new OEM business strategy for M2M telematics market.
• Arnold Machinery Co. Aftermarket revenue up by 18% in 12 months to $27M.
• Terex Corp. Revenue up by 10% to $235M and reduced expenses by 20% in 6 months.
• ANI Minerals Developed marketing strategy for new product line to major accounts.
• Case Corp. Revenue up by 20% in 12 months to $3M.
Accomplished executive with full scope of P&L, finance, HR and operations management experience complementing exceptional track record in sales, marketing and business development. Repeatedly attracted top talent and built loyal, high-performing teams. Successfully communicated vision, mission and strategy to diverse national and global organizations; achieved rapid results in fast-paced, changing, challenging environments.
PROFESSIONAL EXPERIENCE
QUALCOMM, San Diego, CA. 2005-Present
An 11 billion dollar company involved in the development, design, manufacture and marketing of digital wireless telecommunications products and smart services.
Director, Business Development, reporting to the Vice-President of Business Development for the QES Division with direct responsibilities for all OEM partners, channel distribution and strategic accounts.
• Developed the business strategy and model to support OEM partners providing them an end-to-end telematics business solution.
• Secured the largest OEM partner (Deere & Company) for their complete telematics business solutions for their agriculture, construction equipment and enterprise systems.
ARNOLD MACHINERY COMPANY, PHOENIX, AZ 2003 – 2005
An 150 million dollar distributor of capital goods and customer support services.
Vice-President Customer Support & Branch Manager, reporting to the President with direct responsibilities for seven branch operations for marketing and customer support.
• Increased aftermarket revenue by 18%, exceeded margins projections by 12% and reduced surplus inventory by 30% during the past eighteen (18) months.
• Developed customer database and customer support agreements utilizing electronic GPS (global positioning systems) to reduce operating cost and increase customer satisfaction.
TEREX CORP. 1999 - 2003
An 3.4 billion dollar worldwide manufacturer of capital goods and industrial supplies.
Vice President Customer Support, TerexCedarapids, Cedar Rapids, IA, 2002-2003
A $150 million manufacturer of capital goods, reporting to the President, for the development and implementation of the worldwide marketing and customer support.
• Realigned aftermarket repair parts into classifications based on sales velocity which resulted in improved availability to 97% for 70% of the repair parts business.
• Developed “Clean Order Fulfillment” process for each business group, reducing the number of “interfaces” and “processes” by 50% and head count by 30%.
Senior Vice President Sales, EarthKing, Inc., Westport, CT, 2000-2002
An e-commerce site for capital goods, industrial supplies and customer support agreements. reporting to the President, providing services and products to manage and maintain customer equipment fleets.
• Developed alliance agreements with seven alliance members for products and services which resulted in a full menu of products and services within six (6) months with minimum development cost.
• Developed customer database of 20,000 customer names used in mass email mailings which reduced sales and marketing expenses and maintained market coverage for our alliance members’ products and services.
Executive Vice President Sales/Marketing/Customer Support, CMI/Terex, Oklahoma City, OK, 1999-2000
An 235 million dollar worldwide manufacturer of capital goods, reporting to the CEO, for the development and implementation of the worldwide marketing and customer support functions.
• Developed and implemented “Sales Force Effectiveness” System, increasing sales by 10% and reduced selling expenses by 20% in the first six (6) months.
• Developed a new 95,000 sq. ft. Parts Distribution Center and Repair/Rebuild facility focused on customer support, resulting in increased parts sales and repair business by 20% in the first year and increased parts availability by 25%.
ANI MINERAL PROCESSING/AUSTRALIA NATIONAL INDUSTRIES, Brookfield, WI 1997 - 1999
Vice President Sales and Marketing
New established “start-up” manufacturer of advanced technology-processing equipment, reporting to the President, for the development and implementation of the worldwide sales, marketing, application and customer support functions.
• Developed and implemented introduction strategy for the processing equipment group. Placed the first five units with the top aggregate producers in North America within three months after production.
• Developed and implemented a new “hybrid” distribution sales channel which reduced selling expenses by 23% from $1.7 million to $1.3 million.
CASE CORPORATION, Racine, WI 1996 - 1997
Vice President Sales and Marketing, Horizontal Directional Drills and Trencher Group
An 60 million dollar business unit, reporting to the Director of Marketing, providing sales support, marketing strategies, and introduction of new products to the world wide distribution group.
• Developed and implemented worldwide business strategy for newly acquired product group, resulting in increased market share by 15% within six (6) months of introduction.
• Developed and established a new distributor launch and training program which increased retail sales by
$3 million and increased inventory turnover by 50%.
NORDBERG SALES CORP. (METSO MINERALS), Milwaukee, WI 1990 - 1996
An 150 million division of Metso Corporation producing crushing, recycling, screening and conveyor products for mining, aggregate and construction markets worldwide.
General Manager, Sales, Marketing and Distribution, 1990-1996
Responsible for expansion of distributor sales channels, distribution strategies, and new market and product development.
• Developed worldwide distribution strategy and identified new customer markets which increased sales volume by $12 million and market share by 25%.
• Developed and implemented strategy for the introduction of processing equipment to the construction and highway market segment, increasing revenue by $5 million dollars in the first six (6) months.
• Analyzed sales territories, and realigned to improve coverage and market share, increasing sales by $14 million and reducing expenses by $1.2 million.
• Proposed and implemented a $15 million joint venture sales company focused on Nevada mining market, which resulted in increased sales by 20% within twelve (12) months.
Positions Held Prior to 1990:
Sales and Marketing Management positions with Mitsubishi Corporation, Roland Machinery Company, FMC/Link Belt Division, Fiat-Allis and Koehring Company.
EDUCATION
Rice University, Houston, TX, MBA – Executive Program
Wartburg College, Waverly, IA, BA
PROFESSIONAL ASSOCIATIONS
Sales and Marketing Executives - SM&E
Associated Equipment Dealers - AED
Associated Equipment Manufacturers - AEM
National Stone, Sand & Gravel Association - NSSGA
National Asphalt Pavement Association – NAPA
SEMINARS
Developed and delivered presentations on e-commerce and customer support for the AEM Association. |
