SUMMARY
Senior Product Management and Business Development Executive with broad experience in engineering, finance, product management and strategic marketing, acquired at blue-chip industrial manufacturers. Excels in leading organizations to consistently identify and translate complex global market needs into creative and profitable product solutions. Led multi-million dollar product programs from concept through market introduction, including numerous projects executed in strategic alliance with other global manufacturers.
PROFESSIONAL EXPERIENCE
INGERSOLL RAND COMPANY, Davidson, NC 2006-Present
Director, Global Product Marketing (2006-Present)
Recruited to build product management capability for young $400M construction equipment business unit that was recently sold by Ingersoll Rand in a highly-publicized $4.9B packaged transaction involving three business units, including the Bobcat division. Reporting to the business unit President,
Established organizational vision - structure, roles and new product development process for three product marketing locations in the US, France and Ireland. Filled three key manager positions.
Drove the launch of 20 products into existing and new channels, contributing to a 20% revenue growth.
Launched three major product expansion programs with revenue growth potential of over $30M.
Integrated the product marketing function for newly-acquired $50M company based in Ireland.
Led development of initial divestiture presentation package.
CNH GLOBAL NV, New Holland, PA 1988-2005
$12B global manufacturer of agricultural and construction equipment, formed from the progressive merger of Ford New Holland, Fiat-Agri and Case/IH.
Manager, Product and Platform Marketing (2003-2005)
Provided strategic marketing leadership for new product programs as well as existing lines of consumer and commercial turf-care equipment.
Turned around declining garden tractor line by entering high-growth zero-turn riding mower segment: Improved sales from $6M to $10M in two years.
Oversaw market research and developed marketing launch plans for new utility vehicle program.
Marketing Manager (2000-2003)
Marketing lead on business development project to expand participation in high-growth professional turf-care equipment and tractor attachments business segments.
Proposed strategic vision for new, separate and focused corporate division to spearhead implementation of strategic expansion.
Led negotiations with targeted acquisition candidates and strategic alliance partners.
Developed business case for and secured executive management approval for entry into fast-growing utility vehicle (UV) market, with projections for potential sales exceeding $100M.
Initiated and managed $17M joint development program with major European transport vehicle manufacturer to source UV at reduced cost and risk.
Product Manager and Team Leader (1996-2000)
Responsible for product life cycle management for agricultural and mowing equipment product lines, accounting for $70M in sales.
Turned around declining product lines by aggressively developing and introducing new, competitive lines of commercial mowing equipment, front-end loaders, and other tractor attachments. Negotiated successful OEM sourcing agreements with quality manufacturers in NA, Europe and Japan.
Achieved 14% sales growth over two-year period for tractor attachment product family.
Discontinued four declining, low-margin product lines and negotiated two strategic alliances for replacement products that restored over $10M lost revenues at acceptable profit margins.
Led development and successful introduction of new self-propelled (built in Belgium) and pull-type forage harvesters, manure spreaders and feed mix product lines accounting for over $25M in sales revenue.
Account Manager (1993-1996)
Managed sale of tractors, skid-steer loaders (SSL's), hay and forage equipment on private-label basis to six OEM accounts, including industry leader John Deere.
Managed timely and successful launch of new Deere-brand SSL line, growing total sales from $15 to $45M in two years.
Achieved 80% reduction in overdue customer accounts receivable ($700K in actual collections) by teaming accounting representatives from both sides to identify and resolve outstanding issues.
Manager, Financial Analysis (1988-1993)
Managed department providing financial support to VP of global engineering with $100M operating budget. Handled all financial planning and investment analysis for $70M hay baler product line. Provided finance functional leadership on corporate special projects.
Supervised three analysts and coordinated five other international offices located in Canada, Brazil, the UK and Belgium.
Achieved budget performance objectives for the first time in four years: Decentralized overall budget and held managers strictly accountable for their portions.
Led Finance participation in global supply chain reengineering project done jointly with consultants McKinsey & Company, with over $50M in recommended savings.
OTHER RELATED EXPERIENCE
AT&T NETWORK SYSTEMS, Holmdel, NJ (Strategic Market Planning)
GENERAL ELECTRIC CO., Worthington, OH (Sales Administration, International Marketing)
EDUCATION
MBA Wharton School, University of Pennsylvania, Philadelphia, PA
BS - Mechanical Engineering Massachusetts Institute of Technology, Cambridge, MA
BS - Management Massachusetts Institute of Technology, Cambridge, MA
PROFESSIONAL DEVELOPMENT
Numerous employer-sponsored internal and external management and leadership development programs and seminars, including General Electrics marketing management program. |
