Successful in turning around major businesses;
Results in growing sales, value and profits in expanding and declining or constrained markets.
SUMMARY
General manager: senior executive, proven success in achieving high return financial objectives, full P&L responsibility delivering results, business turnarounds, restructuring, acquisitions, mergers, M&A, divestures, spin-off, program rescue, developing and motivating high performance teams, complex and technical deals, negotiations, integrated product development, supply chain and channel optimization, improving processes, increasing sales and profits, sales and marketing strategy development and execution, global sales force management and account development, B2B and consumer marketing, database marketing, customer needs analysis, satisfaction and loyalty, demand forecasting, advertising strategies, sales cycle management, selling (sales force structure, strategies, compensation, account penetration, lead generation from Internet and other direct and indirect marketing, and objection identification and handling), RFP/RFQ/RFI development and response, e-procurement, sourcing, information technology management, functional and operational continuous improvement, financial and competitive market analysis, alliances, joint ventures, labor relations, risk management, reducing costs and maximizing resources and investment in banking, chemical, manufacturing, aerospace, defense, materials and electronic industries for industrial, government and retail sales.
Demonstrated track record building brands, driving growth, managing change and developing winning teams. Extensive experience developing strategies and leading execution across all elements of the sales and marketing mix including brand, channel, field and customer marketing, account and category management, fulfillment and operating general management. Adaptable, flexible, creative and innovative, with accomplished results across highly diverse environments including the financial services, government sales, military, business to business, chemical, manufacturing, processing, technology, systems imaging and the highly competitive packaged goods and food preparation industries. Have BA and MA.
General Manager successful in turning around major businesses;
Senior Executive growing sales, profits and value in complex environments.
2006 - 2007 Bank of America Corporation (Wilmington, DE)
Vice President
Bank of America¡¦s (BAC) 2006 merger with MBNA took credit card outstandings from $146 billion to $204 billion. I was selected to improve processes and revenues in Card Services Marketing now within BAC¡¦s Global Consumer & Small Business Banking Division. After successful completion of my projects my position was eliminated, and I am looking for new opportunities in General Management, Marketing, Opera-tions or Supply Chain Management-Purchasing.
Mid ¡¦05 ¡V Mid ¡¥07
Revenue Optimization Project Manager to re-engineer the processes supporting a $670 million mar-keting plan across 9 channels in the Marketing Resources Management (MRM) campaign and digital asset management program representing 13 major credit card products (MasterCard, Visa and Ameri-can Express) and 80 BAC-wide cross sell products across 13 lines of business with 4,000 affinity and co-brand partner relationships and 500 direct MRM users. The project automated key processes to allow marketing micro segmentation so marketing efforts per year could grow from 15,000 to 40,000 without any significant increase in staff, and to reduce last-minute price change time by 75%. The pro-ject provided the ability for at least $25 million in savings and +$300 million in revenue.
„X Drove a cross functional team of 25 to deliver, 3 months ahead of schedule and under the $6 million budget, the business process alignments and the MRM front-end for enhancing the Channel Automated Publishing (CAP) system to incorporate all brands, products, offers, incen-tives and disclosures for producing the marketing communications collateral for each effort. Learned the operational details and interfaces of 3 major systems.
„X Delivered all aspects from developing preliminary requirements to production implementation with six sigma quality controls, compliance management and user education.
„X Managed key stakeholder¡¦s participation and buy-in that included Advertising, Digital Asset Management, CAP, Channel management and production for Direct Mail, Event, Internet and Media, Affinity Marketers, Strategies, Marketing Finance and Disclosures
Business Development Process Optimization:
„X Ran the technical upgrade required to include the BAC products and channels in the MBNA Group Exclusion Listing System (GELS) for database suppression of affinity and co brand ac-counts from cross sell marketing lists in a highly compressed schedule to accelerate new sales. This helped make the merger profitable in the first year.
o Assumed project leadership in the critical last 3 months in an environment of changing requirements and led a cross functional team of 20 to deliver on time allowing the imple-mentation of the BAC brand transparency strategy to retain financial service groups representing 15% of outstandings.
o Identified that up to 50% of cross selling leads would be lost due to mandated GELS exclusions and developed successful mitigation strategies with revenue recovery of over $250 million.
„X Re-engineered the Group Release Process to remove this as a major litigation and reputation risk. Team members included Law, Contract Administration, Group Compensation, Data-base Marketing, Finance, Customer Service, Credit, and Group Administration.
„X Led an educational group with 3 direct and 35 indirect team members that developed and de-livered 17 different training courses to help the newly restructured account teams (40% staff reduction) meet the 14 million new accounts marketing plan. Courses ranged from channel processes to strategic account planning, group/co-brand compensation, negotiations and contract management. In the process I became the subject matter expert on 4 systems
1999 ¡V 2005 MBNA CORPORATION (Wilmington, DE)
Corporate Senior Vice President
Recruited to this multi-national, $120 billion financial services company (about 70% was credit cards) in 1999, to use my general management skills and perspective to be a cultural change agent in Corporate Purchasing/Supply Chain Management as previous purchasing efficiency ¡§waves¡¨ had not produced last-ing results. After 11 years with EPS of +23% AGR, MBNA¡¦s 2005 projections were 5-9% AGR, and rather than stay independent, we merged with Bank of America starting in mid-2005.
¡¥05 ¡V Mid ¡¥05
Business Transformation: Reorganized the $14 million Fleet department of 600 vehicles. I led a team of seven and drove the schedule to include Fleet in a major restructuring. Results included multiple business unit process redesigns, a 41% total vehicle reduction, insurance adjustments, and outsourcing savings of around 30%, a reduction of 90 people and then year savings of over $7 million.
¡¥03 ¡V ¡¥04
Re-organizing Facility Asset Management: Selected to lead the complete revamping of the budget-ing and spend management processes. Developed financial analysis and management software to op-timize asset entry and exit and that would provide savings of 15-40% in capital renovation, operational and purchasing efficiencies. Immediate goal was to mitigate +$100 million in business-critical capital renewal. This innovative software includes 0-40 year predictive lifecycles of the total asset as well as of each individual facility component, zero-based budgeting, cost controls and operational tasks; all linked to annually updateable reference costs and facility management software (CMMS/CAFM). The pro-gram was terminated due to merger negotiations. The software application was commercialized and is now in production by VFA Inc. of Boston MA.
¡¦99 - ¡¥03
Purchasing Re-engineering: Moved to the other side of the sales negotiating table upon joining MBNA in 1999, first to run an operations group of about 20. And then to spearhead the Corporate Pur-chasing Commodity Analysis group to reduce the worldwide, $1.5 billion purchased spends.
Developed my inexperienced team of seven direct reports to perform at the level of (McKinsey) busi-ness restructuring consultants. We ran concurrent projects that involved over 130 people at one time. We did not have a corporate mandate so had to continually prove the value of our savings for business units to meet their and our goals. Focus was on total cost of ownership (TCO), and execution by changing the way we bought (policies, demand and processes), what we paid (vendor management) and sustaining involvement to keep the supply chain solutions aligned. This provided key expense con-trols when our expansion slowed as the market got more competitive and saturated with credit cards.
The table shows that the MBNA¡¦s high loan growth and earnings were declining starting around 2001. The sourcing processes and controls help trend the Purchased Expenses down and supported the earnings starting in 2000. 2002 earnings reflect an industry wide accounting change.
2004 2003 2002 2001 2000 1999
Total Managed Loans, Billion $121.6 $118.5 $107.3 $97.5 $88.8 $72.3
% Change 2.6% 10.4% 10.1% 9.8% 22.8% 21.3%
Earnings/Share, % Change 14.5% 33.6% 4.7% 25.5% 27.5% 27.6%
Purchased Expenses, % Change 7.7% 11.8% 12.6% 21.9% 19.1% 44.3%
The bottom line:
Produced over $150 million in initial savings in cross-functional projects involving more than 20 business centers including Credit, Information Technology, Consumer Deposits, Facilities Management, Consumer Finance, Treasury, Insurance and Marketing (Advertising, Direct Mail, Loyalty, Sports, Internet, Telesales/Telemarketing and Events). By using customer-driven, key account management tech-niques, the ongoing, annual cost avoidance ran over $120 million.
Bank-wide change ranged from streamlining and sourcing entire banking systems for international expansion, to new facility construction process re-design, to transforming how we bought and delivered the 8-15,000 individual marketing mailings per year. The US print commodity/stream projects alone ran $40-60 million in annual cost avoidances and new savings.
1996 - 1999 CIBA SPECIALTY CHEMICAL CORP. (Newport, DE)
Business Center Director / General Manager
Recruited to this Basel, Switzerland-based chemical company with $5.3 billion in global, industrial (B2B) sales into the US Pigments Division of Newport, DE with the $240 million in global sales.
Selected to turnaround the premier, but declining sales, $90 million NAFTA ($150 million worldwide) Automotive Finishes Unit that drove more than 60% of the global Division¡¦s profits. We sold to NAFTA and global Tier 1, automotive paint manufacturers including DuPont, PPG and BASF. My chief strategy was to lead my business team of 12 direct reports, 11 international team members and 8 distributors to grow the business through relationship account development and new value-added products and services.
Led the unit to grow sales, profits and market share by overseeing marketing, sales, pricing, technical service, channel management, regional and global contract negotiations, strategic planning, media / advertising, trade shows, order fulfillment and R&D for US, Canada, Mexico, Europe, and global key account management. Complete profit and loss responsibility.
Global Business Unit Management / Turnaround & Growth
Reversed a 3-year sales decline by redefining the global sales strategy to focus on near term opportunities while developing new line extension products for the main business with a 3-5 year selling cycle. By segmenting customer account areas into large and small sales, I grew overall market share 3% while in-creasing spot market sales by 31%. In the face of automotive industry demands for annual 3-5% cost reductions, grew EBITDA margins by 9% and protected defensive price reduction margins by 73%.
Identified $153 million in new opportunities with $100 million in prototype products and $53 million in existing products and revamped selling and incentive strategies that successfully passed customer approval.
Rescued an $80 million production modernization project in severe ROI jeopardy due to a previously unrecognized 3-year customer approval cycle. Defined the critical customer parameters and redirected R&D processes and policies to reduce this to 5 months, an 86% reduction, putting the project back on track.
Performed value chain analysis that identified new opportunities, revised selling approaches and redefined major R&D projects to capture value and improve margins. Coached sales team on technical value-in-use presentations to avoid forcing all issues to price. Directed significant improvements in the global technical labs and manufacturing that, under strict QS-9000 criteria and using Six Sigma concepts, resulted in first ever customer product acceptance based only on our data without additional customer test-ing. This opened a deadlock on $7 million in sales and reduced new product time to market by 60%.
1982 - 1996 OLIN CORPORATION
Olin was a Stamford, CT-based, diversified chemical and manufacturing company with 1995 sales of $3.2 billion, five major divisions, 40 sites world wide and 13,000 people.
¡¦88-¡¥96 OLIN ORDNANCE DIVISION - St. Petersburg, FL (now owned by General Dynamics)
General Manager - Director of Programs / MCA Business Unit
Systems management and manufacturer of ordnance products and services with sales of $320 million. 93% of sales were firm fixed price, ¡§no mercy,¡¨ competitively bid government, commercial and Foreign Military Sales (FMS) contracts. Major issues were 65% reduction in defense spending, continued consolidations within the industry, and 47% reduction in overall division manning. In spite of this, and against stiff competition, we grew our division sales 28% from 1988-96. In early 1996 the government cut the ammunition budget 90% and canceled $45 million in contracts I had already won, forcing a ma-jor reduction and my position was eliminated.
Promoted in 1988 to run a $45-65 million, Medium Caliber Ammunition (MCA) OEM manufacturing unit with 200-350 people (30% of the division) with multiple national sites with national and international customers. This consisted of five separate businesses with 90 major SKU¡¦s; MCA alone had 9 product lines with 72 major SKU¡¦s. Complete Profit & Loss (P/L) responsibility.
Multi-Business Unit Management / Turnaround & Growth
Led the turnaround team that reversed the previous two years of losses. By 1994, through reduced costs, increased sales with new products, alliances and ventures, and during a market reduction of 50%, doubled profits, increased sales 45%, inventory turns fourfold (to 14.2 turns) and order fulfill-ment to +99%, reduced overhead 39%, and grew ROI (RONA) to high of 56% with an average ROI of 37% against corporate goal of 17%.
Directed multiple units concurrently: Fiber Products (¡¦91); Advanced Engineering (¡¥92-94); and Business Development (¡¥93-96). To build a base for the future, I led the Advanced Engineering Group into funded contracts in areas such as plasma physics, advanced polymers, and electronic systems. Supervised up to 8 direct and over 70 matrix-indirect reports/team members on a regular basis.
Performance of my unit helped justify the 1994 acquisition of GenCorp¡¦s, Aerojet Ordnance Division ($210 million sales), expanding my MCA unit to $125 million and 450 people. Was acquisition task force manager, and then managed its integration and turnaround. Established local teams that reduced metal parts manufacturing and assembly costs 30-71%, doubled inventory turns, introduced 8 new products, and increased sales by $103 million. Developed the strategy to guide the global, $300 million, Air Dispensed Munitions business unit. The reliability and value of these products were seen in their flawless action during Operation Iraqi Freedom.
Acquisition / Due Diligence / Integration / M&A / Divesture / Spin-off
Directed a two-year integration, relocation and consolidation of marketing, 12 new products and manufacturing lines (MCA sales of $123 million) from Aerojet acquisition in California to an existing operation in Illinois. We met or exceeded all milestones, product start-ups, quality and contract delivery requirements, came in $8 million under budget and won follow-on production and R&D contracts.
Marketing / Customer & Business Development
Maintained relationships and value with customers directly and through global agents with a customer-driven, ¡§large sales¡¨ marketing strategy. Grew my overall sales to $210 million by 1996, $69.3 million by internal-organic development, and then we added $140.7 million (67%) by acquisition. In the combined businesses we won major RFQ/RFP bids, and retained market dominance through vendor alliances and pricing strategies on multi-year fixed price government contracts.
Ran over 12 development and 18 production RFP responses (bid values ranged up to $100 million) with 93% success rate with 90% acceptance of my pricing recommendations. We met or exceeded 17% ROI, cash flow and profit objectives with 8-16% pre-tax.
Simultaneous Engineering / Commercialization of Technology
Reduced new product cycle time from idea to production by 30-75%. 90% of sales were from new products and processes introduced over previous 6 years. I brought 37 major new products to mar-ket, each with complete business cases in the $4-10 million range.
Cost Reductions / Quality Improvement
Directed production line reconfiguration that reduced overall operating costs by 15% and specific product costs by 50%. This incorporated automation, JIT, SPC, TQM, kanban, six sigma, demand flow, lean manufacturing and flexibility into the lines. Reduced costs 8-23%, and achieved ISO 9000 certification while increasing sales and profits.
¡¦85-¡¥88
OLIN WINCHESTER DIVISION - East Alton, IL
Manufactured Winchester Ammunition and energetic products for consumer (90%) and military applications; around 1,000 SKU¡¦s. Then included what became the Ordnance Division.
MARKETING MANAGER, BUSINESS DEVELOPMENT
Promoted from R&D to manage all aspects of new business expansion from customer/strategic account and niche market development to investment strategies, merger and acquisition analysis, capital planning, organization of special project teams, and major proposals. Matrix support of 30. Enhanced margins by criteria control, and value and problem resolution selling (corporate sales cycle similar to OEM or capital equipment).
-Established concurrent, cross-functional development teams that reduced multi-plant, new product development and production costs by 33-65%, cut RFP preparation time by 40%, and led and won $2 million in research and development contracts.
-Managed and edited the technical volume of an advanced Request for Proposal ($9 million) that was acknowledged by the customer as a key reason for winning the contract. This new market is still producing annual sales of $120 million.
¡¦82-¡¥85
OLIN POWDER OPERATIONS - St. Marks, FL
Chemical processing operation that manufactures gun propellants for consumer, industrial and military applications. Produced around 500 SKU¡¦s.
ADVANCED RESEARCH AND DEVELOPMENT MANAGER
Recruited to design and implement new business programs to increase market share through new product development and technology advancement. Developed all fiscal and operational controls for $ 2 million R&D department. Staff of 7 chemical engineers and scientists with 18 technicians.
-Directed development and marketing teams that produced local annual sales over $1.5 million in government funded development contracts, and over $500 million for Olin company wide.
-Led technology breakthrough team that developed polymer processing technol-ogy in compacted charges that are now in production. While this technology had been explored for 20 years no one had developed a reliable production process.
-Directed team that ¡§piggy backed¡¨ new nitrocellulose feed stock studies on polymer molecular weight distribution with process development. We achieved a process breakthrough to develop a whole new class of production propellants.
-Developed synergistic scavenger and stabilizer program with Chemicals Division based on azide chemistry that resulted in annual sales of $25 million.
-Prepared and gave technical and marketing presentations at symposia and to customers, nationally and internationally.
-Designed a definitive market assessment that guided the marketing activities and resultant sales for the next10 years. Established goal of exceeding customer ex-pectations to increase sales.
1979 - 1982 US ARMY BALLISTICS RESEARCH LABORATORY - Aberdeen, MD
RESEARCH CHEMIST / PROGRAM MANAGER (Civilian)
Designed, performed and managed advanced technology application and production programs for chemicals, plastics, advanced metal matrix, and specialty alloys materials. Qualified the propelling charge final design and production processes for the Abrams main battle tank, M829 kinetic energy (anti-tank) round, that was so successful during operations Desert Storm and Iraqi Freedom. Recruited to lead New Product Development at Olin Corp.
1971 - 1979
US AIR FORCE
CAPTAIN, RESEARCH CHEMIST
Eglin AFB, FL
Ran technology advancement and production implementation programs in guns, rockets and explosives for missile and aircraft systems. Specified, solicited, selected and managed contractor development programs, major equipment purchases and production implementation. Recruited with voluntary separation to continue technology development for the US Army.
LIEUTENANT, AIRCRAFT MAINTENANCE OFFICER
Patrick AFB, FL
Various assignments culminating in the last year as Maintenance Control Officer (normally a Lt. Colonel slot) with direct responsibility for 800 military and civilian technicians to maintain and repair 24 multi-engine aircraft with a worldwide mission. During my tour we won four unit citations for excellence.
LIEUTENANT, AIRCRAFT MAINTENANCE OFFICER SCHOOL
Chanute AFB, IL
With a draft number of 12, I entered the USAF ROTC in graduate school. After graduation, the Air Force, in its wisdom, decided that with my chemistry degrees, I should be an aircraft maintenance officer. This required a 6 month, 50 hour per week school. This was equivalent to a master¡¦s degree in Operations / Systems Management, graduated with honors.
EDUCATION & GENERAL
M. A., Science Education-Chemistry & Biochemistry, East Carolina University - 1972
B. A., Chemistry, East Carolina University - 1970
Born: December 7, 1947; Married, two adult children
Height: 6¡¦1¡¨; Weight: 228
Favorite Sports: Weight Training/Gym Workout, Hiking, Re-building Automobiles. Outdoor Photography
Past Security Clearance: Secret |
