SALES & MARKETING LEADER
13+ years of experience in the specialty chemical and industrial equipment industries including General Management, Sales, Marketing, and Operations. Consistently provided opportunities involving more responsibility or broader functional scope. Demonstrated P&L management, team leadership and strategic planning ability complimented by hands-on approach to initiative execution.
All positions have required strong change management and interpersonal skills to set a new direction, implement new processes, execute, and ultimately achieve a higher level of performance. Led successfully in 3 turnaround and 2 acquisition integration environments. Direct sales and marketing of both commodity and highly technical products along with management of distributor, integrator, and OEM channels.
PROFESSIONAL EXPERIENCE
October 2003 Present
LEADING GLOBAL FLUID HANDLING EQUIPMENT COMPANY
DIRECTOR OF SALES & MARKETING
Recruited by Division Vice President as Director of struggling $39 million industrial equipment business unit. Responsible for P&L and an organization of 41 Sales, Marketing, and Application Engineering professionals. Responsible for global business strategy, product line management, pricing, channel management, marketing communications, and executing sales plan in North America (manage European commercial organization for specific product segment).
-After eroding for several years, worldwide sales have grown from $39 million to $76 million with $13 million of organic growth (10% CAGR) and a $24 million from acquisition.
-Gross margin improved 14% worldwide and 19% in North America.
-North America operating earnings improved 47%.
-Successfully launched 1 new product in 2006 and will launch 3 new products in 2007. Product plan includes breakthrough technology and differentiated new offerings.
-Developed alternate sales channels such as OEM (11% CAGR), and Industrial Integrators.
-Relocated from corporate headquarters to acquisition site and assumed additional responsibility for $24 million business acquired in January 2005.
-Recently completed leadership development program for senior management and high potential employees.
July 1993 - October 2003
LEADING GLOBAL SPECIALTY CHEMICAL COMPANY
GENERAL MANAGER, NORTH AMERICA, Sept. 2002 Oct. 2003
Charged with turning around $105 million North America industrial adhesive and sealant business. Responsible for revenue, gross margin and operating expenses and led organization of 32 Sales and 3 Technical Service professionals.
-Increased revenue by 3% in 2003 after sales eroded 15% in 2002 and 15% in 2001.
-Aggressively re-engineering sales organization and implemented sales processes resulting in a higher target close rate and reduced direct selling expense.
-Improved gross margin by implementing much needed price increases.
-Completed 12-month leadership development program designed for high potential employees.
GENERAL MANAGER, Nov. 2001 Sept. 2002
Subsidiary #1 of LEADING GLOBAL SPECIALTY CHEMICAL COMPANY
After working with Management Team of this specialty chemical business (Thermal Insulation, HVAC, Indoor Air Quality, Asbestos Abatement) on acquiring a primary competitor, joined as North America Sales and Acquisition Integration Manager. After six months, assumed responsibility for Marketing function and two Marketing Product Managers. Sales growth and successful integration of the acquisition, led to promotion to General Manager in November 2001 responsible for $29.1 million in revenue. As General Manager, led organization of 63 people including Domestic Sales, International Sales, Marketing, Technology & Product Development, Manufacturing & Operations, and Accounting.
-During time with this subsidiary results included revenue CAGR of 12% and operating income CAGR of 21%.
-Increased strategic focus and investment toward underdeveloped and highly profitable Indoor Air Quality segment. 3-year segment sales increased 330% from $1 million in 1999 to $4.3 million in 2002.
-In 2002, worldwide sales increased 3% and gross margin improved 16%.
-Consolidated Thermal Insulation and HVAC product lines. Rationalized the best technology from the Foster and acquired company brands eliminating approximately 35% of active products. Consolidation significantly contributed to the 16% gross margin improvement.
NORTH AMERICA SALES & MARKETING MANAGER, Feb. 2000 Nov. 2001
Subsidiary #1 of LEADING GLOBAL SPECIALTY CHEMICAL COMPANY
Responsible for North American Sales and Marketing functions including channel management, pricing, product management, and communications. Organization included 11 outside sales people (6 manufacturer representatives), 1 inside sales person, 1 technical support technician, and 2 marketing product managers. Also served as Acquisition Integration Manager and led cross-functional team responsible for integration.
-In 2001, North America sales increased 33% to $17.2 million and gross margin improved 14%.
-In 2001, integrated sales force reducing direct selling expense and increasing revenue per sales person.
-In 2000, North America sales increased 75% to $13.1 million (2% excluding acquisition).
OPERATIONS MANAGER, Jan. 1998 Feb. 2000
Subsidiary #2 of LEADING GLOBAL SPECIALTY CHEMICAL COMPANY
FACILITY MANAGER, Sept. 1996 Jan. 1998
Subsidiary #2 of LEADING GLOBAL SPECIALTY CHEMICAL COMPANY
PRODUCTION PLANNING & INVENTORY CONTROL MANAGER, July 1994 Sept. 1996
Subsidiary #2 of LEADING GLOBAL SPECIALTY CHEMICAL COMPANY
Joined this producer of construction and building product specialty chemicals as Production Planning and Inventory Control (PPIC) Manager. In nineteen months, promoted to Production Manager reporting to Facility Manager while maintaining all PPIC duties. In eight months, promoted to Facility Manager by supervisor who was promoted to Division Operations Manager and gained responsibility beyond Manufacturing for Engineering, Distribution, and Maintenance. In eighteen months, promoted to Division Operations Manager responsible for all Manufacturing (4 plants), Logistics, Production Planning, Inventory Control, and Engineering of $83 million business. Led team of 149 employees with operating budget of $14 million.
-Reducing labor and operating expense 6.5% of sales.
-Gross margin improvement driven by capital investment in manufacturing and distribution. High ROI projects significantly reduced direct labor and increased workstation throughput.
-Led facility in achieving ISO9002 certification.
-Centralized responsibility for and re-engineered all production planning activities. Reduced inventories and improved service levels while supporting double digit sales growth. Contributed to a 10% reduction in operating working capital.
MANAGEMENT ROTATION PROGRAM MANAGER, July 1993 - July 1994
Participated in twelve-month manager development program focused on accelerating the learning and development of high potential managers. Contributed in areas of R & D, Human Resources, Operations, and Procurement.
EDUCATION
MS Management, Georgia Tech, 1993
BS Industrial Engineering, Worcester Polytechnic Institute, 1991 |
