Dear Recruiter:
Could I help you as a Vice President Sales & Marketing or Vice President International Sales?
The $40 million company I've helped build during the past 10 years as VP Sales & Marketing took 40% market share at 85% GPM and 121% ROI by proper product target marketing, understanding customer needs, teaming with R&D and Production to create product distinction, and employing both direct and overseas agent sales.
Shelved technology was used by me to lock in consumption of concentrates,and I found qualified licensees and joint venture partners for new technology. Our CEO's interest has shifted from current business portfolio to family steel recycling, which has enjoyed an unprecented surge in profitability.
Although I'm more interested in a fine company and intriguing challenge, you should know that in recent years, my total compensation has been in the range of $150,000 to $210,000.
Resume follows. Thank you.
VICE PRESIDENT-SALES & MARKETING
NEW BUSINESS DEVELOPMENT
DOMESTIC AND INTERNATIONAL SALES
SUCCESSFUL IN DRAMATICALLY INCREASING SALES REVENUE,
GROWING MARKET SHARE, IDENTIFYING PROFITABLE OPPORTUNITIES, AND WORKING WITH R&D/PRODUCTION TO CREATE PRODUCT DISTINCTION.
1996 to Present
LITHCHEM INTERNATIONAL
[Division of Toxco, Inc.]
Anaheim, California
VICE PRESIDENT SALES & MARKETING
When this $100 million group of resourceful entrepreneurs acquired a formerly secret stock of isotope-depleted lithium hydroxide from the United States DOE nuclear arsenal, they recruited me as Director of Sales to determine its best market application and to spearhead sales for the new business unit LithChem International.
’96 Director of Sales. My business plan called for reprocessing the spent lithium for sale to the grease industry. After successful test marketing, and starting with literally no sales, no customers, and no staff, within the first year of startup I sold out factory production capacity, achieving $10 million in sales, 85% GPM, and 61% ROI, via direct sales to North America, Europe, and Asia – taking 20% world market share. I gained a staff of three and a network of agents, and together we ramped up sales to $20 million and 121% ROI, selling out an increased factory capacity – and taking 40% world market share.
’99 Vice President, Sales & Marketing. Promoted to VP Sales & Marketing with added responsibility for new business development, reporting to CEO Terry Adams. Advocating the sale of feedstock to downstream lithium manufacturers in Europe, Asia, and Oceania, I brought in another $10 million/year at 90% GPM.
A notorious industry hazard of handling lithium hydroxide is inhalation and caustic burns from this readily airborne alkaline powder. I suggested, and R&D fine-tuned, a process of applying an oil coating to pacify the dust. We couldn’t make enough LUBELITH® to keep up with demand! Even our competitors wanted it, and we began private label manufacturing. The venture became so profitable (and so problematic for our competitors) that in 2004 one of them bought out our entire production, raw material inventory, and the rights to LUBELITH®.
’04 VP, LithDyne LLC. When management acquired technology and a pilot plant for making LIPF6 (lithium hexafluorophosphate, a chemical salt used in lithium ion batteries for cell phones and hybrid electric vehicles), I was asked to lead the sales effort of the new LLC and was assigned a 5% economic interest. Within six months of product launch I’d pre-sold $12 million, the first year’s semi-works output, by label licensing a related blending technology to huge companies in China, Japan, and Korea, locking in high prices.
I brought in five qualified companies wanting to license the LIPF6 technology and two companies wanting to joint venture it, generating a potential revenue stream of $25 million. To my dismay, over a two-year period of unsuccessful manufacturing startup, the LIPF6 process failed at mass production level and the plant was unable to make acceptable quality product.
’06 Corporate divestiture. Recently, the principals of parent company Toxco have decided to sell the lithium business, and my current assignment is to divest operations and assets. In the process of cleaning up the sites to make them saleable, I’ve unearthed and sold to the Chinese truckloads of hazardous filter cake waste and container-loads of fine powder from the dust collection system for $1.1 million, also saving the company a $1.5 million fee for disposal of these hazardous wastes – a net gain of $2.6 million.
1994 – 1996 THE ELCO COMPANY
[division of Detrex, Inc.]
Cleveland, Ohio
MIDWEST REGIONAL SALES MANAGER
Recruited by Elco President Bill Brannen, an NLGI trade group colleague, to build the Midwest region of this $30 million manufacturer of lubrication additives. Over the next two years I added five new major accounts, increasing sales revenue in my territory 15% the first year and another 25% the second year – from $8 million to $11.5 million – and growing market share by 8%.
1987 – 1994 CYPRUS MINERALS CORP.
[merged with Amax, acquired by Phelps Dodge Corp.]
Denver, Colorado
SALES MANAGER, LATIN AMERICA
’88-94 Cyprus Foote Mineral Co., Malvern, Pennsylvania. At this newly acquired $75 million lithium division of $1 billion mining giant Cyprus Minerals Corp., I generated record incremental direct sales of $2.4 million to Alcasa, $1.5 million to Venalum (Venezuelan state-owned aluminum companies), and $1 million to Valesul-Brazil – with an average 40% price increase and 75% GPM. By closely managing agents in the Southern Cone and Andean Pact, I improved sales an average 10% a year, and launched our new product, molybdenum disulfide, to the grease industry, raising the bar by obtaining approvals at 40 accounts in one year. Foote President Tom Williams recognized my achievements, granting me one of the largest bonuses in Foote history.
’87-88 Cyprus Industrial Minerals, Denver, Colorado. Within six months of joining this $87 million subsidiary I obtained three new talc industrial trials at paper mills in Argentina and Chile, having the potential for generating $6 million in sales. Before the trials were concluded, the division was sold to Luzenac, and Cyprus transferred me to the newly acquired Foote Mineral division.
1984 – 1987 R. T. VANDERBILT COMPANY
Norwalk, Connecticut
LATIN AMERICAN SALES MANAGER
Recruited to this $400 million privately-held industrial minerals and chemicals concern during a period of extreme import protectionism in Latin America, I boosted sales in that region from $30 million to $50 million.
To accomplish this I found a sales agent in Brazil with connections enabling him to lobby the then-powerful import/export bureaucracy Carteira de Comercio Exterior. Our efforts resulted in the selective increase of our customers’ foreign exchange quotas, affording sales to us when the customer would have had to settle for local product.
Facing average 50% protectionist import duties in Mexico, I advocated forming a joint venture with our Mexican agent and a local manufacturer, which facilitated a $15 million per year revenue stream, circumventing import duties on feedstock and boosting our annual exports $11 million. I oversaw daily operations of the joint venture and was appointed to its Board of Directors by CEO Hugh B. Vanderbilt.
PREVIOUS EXPERIENCE
HYSTER COMPANY, Danville, Illinois (1983 – 1984)
ADVERTISING SUPERVISOR, INTERNATIONAL
PETTIBONE INTERNATIONAL SALES CORP., Miami, Florida (1980 – 1983)
MARKETING MANAGER, LATIN AMERICA
BUCYRUS-ERIE COMPANY, Milwaukee, Wisconsin (1977 – 1980)
’78-80 PRINT BUYER/supervisor
’77-78 writer
EDUCATION
Master of International Management, 1977
Thunderbird-The Garvin School of International Management, Glendale, Arizona
Bachelor of Arts, Spanish/Economics, 1974
Lawrence University, Appleton, Wisconsin
Spanish fluency, conversational Portuguese |
