Profile: Marketing/Product Executive Expertise in portfolio management, value propositions and commercial strategy. Outstanding experience in sales, marketing and technical knowledge that allows me to combine these into successful commercial strategies. Proficient in developing key stakeholders both internally and externally. Known to deliver long-term customer relationships built on results and trust that allow for continued growth. Able to simplify complex portfolios for profitability and future growth. Leader, shown to develop strong teams with well-defined goals and results while allowing for outstanding group synergy and commitment.
Inclusive Experience:
Portfolio Management Market Strategy Customer Relationships
New Product Introduction Industry Segmentation Results Oriented
Value Propositions Team Building Stakeholder Development
SABIC INNOVATIVE PLASTICS
(FORMERLY GENERAL ELECTRIC PLASTICS. SOLD TO SABIC IN OCT 2007)
1995 - PRESENT
2004 - Present
Global Product Manager Product Business Management
Responsible for $2B global product line portfolio and strategy. Leading team of product managers around the globe with three main objectives: align and commonize our current portfolio for improved profitability; accelerate growth of our current portfolio with consistent product positioning and value propositions; and drive new product initiatives (NPI) based on industry trends and customer needs. Extensive commercial networking required with global sales and field marketing teams that sell and position our products. Direct conduit between field teams and our global technology teams. Instrumental for $55MM turnaround for my responsible product business, which was recognized with the CEO award.
2002 Present
Product Marketing Manager Global Marketing
Field marketing leadership role responsible for the Transportation market in the US. Working directly with the OEMs and GE Plastics field sales teams to position the value of GE products and provide growth for GE. Growth was considered new-new as the competition is either non-plastic materials or painted commodity materials. Drove 40% year over year new business revenue ($40MM revenue) and achieved MVP award.
2000 2002
Global Technical Manager Commercial Technology
Leadership position responsible for the long and short-term strategies for the GEP Automotive components business. These strategies include developing and validating new technologies to meet
future industry trends as well as educating global commercial and technical personnel in order to accelerate the translation of these applications. Responsible for driving joint development programs with customers and communicating these plans and strategies to GEP business leaders.
1995 - 2000
Application Development Engineer Commercial Technology
Responsible for managing and developing technical aspects of automotive powertrain and electrical applications in GEP resins, including North America's first thermoplastic throttle body. Job involved extensive interaction with both customer and internal teams. Instrumental role in developing the marketing plan for GEP future growth into the automotive Underhood segment. Responsible for sharing knowledge and translation of successful programs to the global Underhood team.
1993-1995
PHENOLICS COMPONENT SUPPLIER
Sales Engineer
Responsible for technical and sales support of phenolic molded components worth $15MM/year. Duties included supporting current products as well as developing new products. Duties also included designing a component test facility as well as offering CAD and FEA services in order to update Diemolding as a full-service supplier. The job entailed obtaining new business by researching the latest technology, materials and design innovations and presenting these and other design advantages to potential customers. Customers included automotive OEMs as well as Tier 1s.
1990 1993
AUTOMOTIVE OEM
Product Design Engineer
Responsible for the coordination of efforts between technicians, suppliers, dealers, and other engineers related to design, prototyping, sourcing, durability, manufacturability and process planning, and quality control for current and advanced torque converter designs.
EDUCATION: Big 10 School, Bachelors of Mechanical Engineering, 1990
GE Crotonville Education Center - GE Crotonville offers pre-selected employees training opportunities utilizing leading consultants, professors and GE executives. It is a campus atmosphere to inspire learning and team interaction. Global employee attendance.
Management Development Course 2007: Executive training, high potential 3-week curriculum consisting of extensive leadership, financial and marketing training. Final week is a full business simulation, MSI Capstone program. My team placed in the top 5 of over 20,000 teams (corporate teams and global MBA teams) to run this simulation.
Advanced Marketing Management Course 2005: 2-week executive marketing curriculum. |
