Vice-President, General Manager with diverse, international experience and proven ability to deliver business growth above market levels
1992-Present
Fortune 100 Company - Details follow
2008-Present
Vice-President
Moved to the Aerospace business to take on a general management role, leading a $170M global engineering services organization of 1,000+ people. The role encompasses management of the strategic direction, sales, and operations for this business.
In the first year of this role, focus was primarily on rapidly improving the team’s sales capability, managing performance in areas of concern, and building team cohesion. The team achieved year-over-year growth in Operating Income of 31% in 2008.
Have achieved 14% year-over-year growth in revenue for the first three quarters of 2009 despite a severely depressed U.S. and global economy.
2007-2008
Regional Sales Manager
Promoted to a regional sales management role, managing a team of 14 sales professionals and support staff. The team was responsible for the Northeast U.S., totaling $50M+ in annual projects and after market-services sales.
This front line role provided valuable field experience, leveraging past commercial and technical roles to drive growth in a region which had experienced a year-over-year average decline in sales of 4% over the prior 3 years.
Through rapid transformation in the team’s sales talent, roll-out of a value-based selling approach, and rigor in the sales process and account allocation, the region’s performance was turned around. The refreshed team delivered annual regional orders growth of 36% in 2007 and 94% year over year growth in 2008.
2006-2007
Director Business Development
Recruited to a newly formed business development team, covering the U.S., Canada, and Latin America markets. This team was responsible for developing a growth pipeline of $200M+ over 5 years.
My primary incentive for joining this group was the ability to make an impact in the commercial side of the business, particularly working with customers, during both sales and marketing oriented engagements. This role included focus in three distinct areas – large program sales, outcome based service development, and regional pipeline growth.
I was a key member of the account team for a multi-year program with a specialty chemicals company, resulting in winning the order for $2M of engineering design and initial project work, with potential for $25M of follow-on revenue over the next 5 years.
Additionally, during this time I developed and piloted a comprehensive outcome-based service for reducing customer energy costs. This work included the development and piloting of assessment tools, sales collateral, proposal templates, and the development delivery capability. The service was rolled out at 11 sites during this time, resulting in one order, delivery of two proposals, and identification of over $10M in benefits for our customers.
2005
Six Sigma Leader
Left the R&D group to lead Six Sigma for the Americas operations and Global Sales. Initially my role in this position was to work with both the global sales function and the Americas operations to identify and implement projects to drive productivity in those groups, via a combination of dedicated Six Sigma black belts and resources in the groups.
Initial results in this role included improvements to global sales proposal generation capability; delivery of improvements in the area of proposal accuracy, speed, and price capture; and improvements to the service contract renewals process to deliver over $4M in additional price plus capturing installed base system information to facilitate data mining for targeted sales campaigns.
However, in mid-2005 a company-wide decision was made to merge the Six Sigma function back into the mainstream businesses. This resulted in my role changing from supporting both global sales and operations to solely supporting productivity planning for the Americas operations. Additionally, I led repatriation of a team of 8 dedicated black belts back into the business where their impact could be most readily felt.
During the latter half of 2005 I worked with the Americas operations’ leadership to build a plan for $15M of productivity in the Americas’ pole in 2006. This involved working with functional groups to identify enablers and then working with each individual region (5 P&L’s in total) to develop regional level plans to realize that productivity, including buy-in from the project delivery and after-market service organizations.
2003-2005
Sr Manager - Strategy
Took on an expanded role within the R&D group in order to cover a greater scope of responsibility and to gain a deeper understanding of the product supply chain. In this role I was the program management lead for a global development staffed by 400+ people globally. This included direct responsibility for program management of work carried out in the US and India (250+ people), as well as 3rd parties/contractors and coordination with 3rd party contract manufacturers.
In addition to release coordination, the role entailed financial responsibility and budget management for a $20M+ annual R&D budget. I was also the primary liaison between R&D and the wall to wall organizations (marketing, sales, supply management, factory, and product support), ensuring successful deployment of the product once development and testing were complete.
During this time I led the successful introduction of two major releases of the product, as well as leading continuation support for up to 5 previous releases simultaneously.
2001-2003
Software Development Manager
Relocated from Australia to the U.S.A. in late-2001 to lead the R&D team responsible for developing engineering tools for the flagship controller product. This included managing 4 teams comprising a total of 40 engineers, including a team of 12 engineers in Bangalore, India. My total managed annual budget was $4.3M.
1998-2001
Software Development Manager
Sydney, NSW. Australia.
Promoted from a software engineering role in the Sydney R&D organization to a management role, responsible for the development, support, marketing, and financial management of the development team, including 3 teams comprising a total of 22 engineers.
Products developed by this team served a number of markets, including both industrial automation and control and commercial building control and security.
During this time I was responsible for 4 major product releases, including 2 new product introductions. Additionally, the group was structured as a profit center, and experienced a cumulative annual growth rate (CAGR) of 23% for revenue and 54% profit growth during that period.
Prior to this management role I had the following responsibilities within the group in Sydney, Australia.
‘95 Team Leader. Managed a development team of 8 engineers, responsible for the development of the real-time database for 3 releases of the product line.
‘92 Sr Software Engineer. Was the lead developer for 3 new function developments, including internationalization of the product, and porting of the product to a new platform.
EDUCATION:
MBA, Australian Graduate School of Management, 2001
BE (Honors), University of Adelaide, 1992
BSc (Mathematics), University of Adelaide, 1991
PERSONAL:
Born March 17, 1971
Married, 2 children |
