SENIOR MARKETING / PRODUCT DEVELOPMENT LEADER
Diverse technical background in large and mid-cap companies, consulting, turnaround and start-up settings. Proven results growing market share, improving product mix profitability, increasing organizational efficiency, new product launches and managing complex organizations.
January 2006 – Present
SNAP-ON INCORPORATED
Kenosha, Wisconsin
DIRECTOR OF MARKETING AND PRODUCT MANAGEMENT
Global leader of Product Management and Marketing for a $320 M business unit. Responsibilities included Customer Service, Technical Training and After Market Sales. Led staff of 50 global associates. Managed seven brands via multiple paths to market (distribution, direct, private label). Reporting to the President, supported key areas including growth initiatives, M&A diligence and Board of Directors Communications.
Shifted customer and product mix by implementing tollgate based global product portfolio management and targeted promotional and pricing strategy. This was the key strategic initiative of the business unit.
Before 2006 Present
OEM Dealer Market Share 8% 13% 21%
Key Product Market Share 24% 32% 35%
Business Unit OI 3.2% 7.4% 10.1%
Restructured Customer Service Organization. After extensive process benchmarking, consolidated three groups into one and implemented Voice Over Internet Protocol telephony with advanced routing capability. Enabled and implemented a 25% headcount reduction while improving Key Performance Call Center Metrics.
Implemented multi-level pricing for aftermarket sales, a $17 M P&L with over 37,000 SKU’s. Resulted in improved gross margins (+7.4%), while absorbing a COGS increase of 7.2% via a three-step rationalization of market based pricing.
Led redesign of internet strategy; initiated, hired specifically for, and introduced streaming video, downloadable content and order check status for North America. Replicating in Europe, saving 135K Euros per year in outside fees.
Revamped tradeshow presence to reflect desired brand positioning: productivity and innovation. Brand was a 2007 winner (first since 1997) of Motor Magazine’s Top 20 Tools award, as detailed in the Snap-on Inc. 3Q 2007 earnings release.
2002 – 2006
DTE ENERGY TECHNOLOGIES
Farmington Hills, Michigan
ENGINEERING LEADER – DISTRIBUTED GENERATION PRODUCTS
Provided critical technical and Product Management leadership to a start-up in the Energy Technology industry; oversaw the introduction of 4 new product platforms.
Authored Market Functional Requirement and System Design Specification, oversaw the validation and launch of the company’s ENI series cogeneration products. Focused on ultra-low emissions, product delivered to market 15% under a $4.5 M budget with a team of 25. Success led to the acquisition of the product’s assembler from Delco Remy.
2001 2002 2003 2004
Business Revenue $3M $21M $48M $56M
% Commercial Products 0% 10% 40% 60%
Supported acquisition diligence on 8 candidates. Led to 3 equity ventures.
Transitioned discontinued assets (18 team members and 33,000 square foot facility) to new owners during business wind down.
2000 – 2002
PITTIGLIO RABIN TODD AND MCGRATH
Southfield, Michigan
MANAGEMENT CONSULTANT
Led diagnosis of a $2 B Aerospace division while based in Europe. Detailed product development opportunities with plans to decrease cycle time by 55%, reduce cost over-runs by 75% and increase engineering productivity by 45%.
Led a critical project recovery effort at a Satellite Radio Company. Pulled project ahead 12 weeks, accelerating launch and $15 M of revenue in FY2001.
Launched a business process improvement council at a $40 B pharmaceutical company. Drove project team’s analytics for reviews before a CEO chaired approval committee. Authored business plans seeking $25 M to deliver savings of $125 M/yr.
1990 – 2000
FORD MOTOR COMPANY / VISTEON CORPORATION
Various Midwest locations
1998 - 2000
TEAM LEADER, R & D – LIGHTING
Promoted to lead the R&D group (16 PhD Scientists, Engineers and Marketing associates) during the spin off of Ford’s businesses that would become Visteon. With a discretionary budget of $2.3 M, introduced the innovation capability of Visteon to the World’s OEM’s.
Designed and institutionalized a technology portfolio management process with University of Michigan faculty. Delivered 40% reduction in cycle time and 48% increase in staff productivity. Process subsequently replicated internally.
Sought out key technology partnerships, globally, but primarily in Asia. Resultant technology and manufacturing base cut product t cost b y 35% and increased the EBIT of the business by 75%.
Initiated OEM show car support. Efforts with key new non-Ford customers own four new contracts valued at $48 M or 8% of 2004 planned revenue.
1997 - 1998
PRINCIPAL ENGINEER
Promoted to Management Role to study energy usage corporate wide. Audited global facilities to benchmark and authored business plans on cost initiatives. Executed the “Lighting Mega Product:” lighting retrofit at all North American Plants. Utilizing a performance contract, project saved $7 M per year with zero investment.
1996 – 1997
PRODUCT DESIGN ENGINEER
Staffed two differed development platforms: Ford Escape and the European Mondeo. Assigned systems on Mondeo targeted a 50% decrease in warranty claims.
1994 – 1996
ADVANCED RESEARCH ENGINEER
Identified emerging technology for program inclusion. Supported Customer Focus Clinics. Filed for three patents. Staffed liaison position with Asia Pacific resulting in three applications and $28 M in incremental revenue.
1990 – 1993
PLANT ELECTRICAL ENGINEER
Directed union team of 35, maintaining 600,000 feet of operations. Founded energy conservation team. Achieved energy consumption reduction of $1 M, or 6% in 1993. Team was Ford’s model for Employee Involvement.
EDUCATION
MBA, University of Michigan, May 1997
BSEEE, Michigan Technological University, May 1990
BSBEA, Michigan Technological University, May 1990
PERSONAL
Golfer, Japanese conversant, Ancient Roman history buff |
