Summary of Qualifications
Results oriented Sr. Industrial Marketing and Sales Leader with a distinguished career building manufacturer and distributor organizations in the commercial vehicle industry. Demonstrated ability to select, coach, and retain highly productive marketing and sales teams. Change agent with outstanding strategic vision, communication skills, and attention to detail which have proven to be critical assets in exceeding company goals. Highly skilled at creating and executing channel, brand, and product management initiatives that build sustainable competitive advantage. Possesses a unique blend of technical aptitude, strategic development capacity, and the ability to establish and leverage employee, customer, and supplier partnerships. A proven high “Marketing and Sales IQ”.
More than 11 years of OEM and Aftermarket leadership and business management experience involving:
Marketing
P&L/Budget
Strategic Business Plan
Vendor Relations/Contract Negotiations
Brand/Product Marketing Business Development
Entrepreneurship
Change Agent Catalyst
Turn-Around Leadership
Partnerships Development
Sales Management
Key Client Development/Retention
Team Building
Recruiting/Staffing
Mentoring and Coaching Operations Management
Operations Analysis
Organizational Design/Development
Training and Leadership Development
Project Management Portfolio
Professional Experience
TUTHILL TRANSPORT TECHNOLOGIES, Mt. Vernon, MO 1 / 2007 – 12 / 2007
Privately held $400 million vehicular and industrial components supplier.
Group Director of Marketing – Reyco Granning Suspensions
Leadership of company-wide OEM and aftermarket strategic planning, product management, pricing, business intelligence, and marcom functions for $80 million S.B.U. in a challenging turn-around situation. Direct Reports: 2 Indirect Reports: 1.
• Company in early-stage turnaround needed 3-5 year strategic marketing plan. Assessed marketplace, brand strength, current portfolio options, and engineering & technology concepts and evaluated available resources. Partnered with internal and external stakeholders to define company’s future areas of product participation. Led implementation through design of program and product management functions, which improved current product mix profitability while positioning for new product introductions.
• Needed to re-structure profitable but stagnant aftermarket parts program in order to improve both top line growth and margins. Assessed marketplace, conducted analysis of business and financial aspects of program, developed and implemented brand identity and customer loyalty program. Increased sales to 28% with a 3% gross margin gain.
• Identified the root causes of a less-than-effective company and outside brand management agency relationship which was negatively impacting ROI. Formulated solution that addressed problem areas such as communications, resources, strategic alignment, and prioritization of activities. As a result, a broader, long term “partner” relationship developed which included engagements in direct mail, web site improvements, a new print ad campaign, training videos, and new sales literature.
HENDRICKSON INTERNATIONAL, Woodridge, IL 2005 - 2006
Privately held $1 billion global commercial vehicle components supplier – suspension, axle, brake.
Director of Sales & Marketing – Hendrickson Parts North America
Leadership of aftermarket parts sales, product marketing, and strategic planning for $95 million S.B.U. Direct Reports 2.
• Tasked to develop an effective aftermarket product strategy in a challenging multi-division decentralized SBU structure to drive revenue. 120 day strategy project surfaced a variety of new parts marketing opportunities including the creation and launch of the widely acclaimed “Pro-Genuine” end-user affiliation and support program. A related initiative was building a “One-Hendrickson” face to key customers buying aftermarket parts from multiple Hendrickson manufacturing divisions.
AURORA TRAILER LLC, Lebanon, IN 2003 - 2004
Largest semi-trailer aftermarket parts re-distribution program in the industry – over 150 product lines.
Director of Sales & Marketing – Aurora Parts and Accessories
Directed 7 Regional Sales Managers and marketing staff in support of 22 Wabash Company owned dealerships, 185 parts-only dealers, and 15 direct national fleet accounts.
• The sale of an under-performing semi-trailer aftermarket parts re-distribution business by Wabash National Corporation to private equity ownership created the immediate need to expand revenues without margin erosion. Focused on improving the size and capabilities of the sales force, targeted dealer base expansion, and strategic product line additions. Resulted in 15% revenue growth with no gross profit dilution.
FEDERAL-MOGUL CORPORATION, Southfield, MI 1999 - 2003
$5 billion Fortune 500 OEM and Aftermarket Parts Manufacturer – brake, wheel-end, lighting.
Western Regional Aftermarket Sales Manager – HD Aftermarket (2000 – 2003)
Managed 12 direct reports in a challenging Chapter 11 turnaround situation.
Director of Marketing – OEM Lighting Division (1999 – 2000)
Directed marketing department rebuilding project in $220 million Lighting Products Division. Direct Reports: 2.
• Hired to rebuild the marketing functional area of a $220 million OEM auto/truck lighting products manufacturer that had recently integrated an acquisition into the base business. Established and staffed the Communications and Product Management positions while also acting as the lead on a key strategic technology / marketing alliance project. Resulted in an effective small technology company / large marketing company 5 year partnership.
ARVIN MERITOR, Troy, MI 1997 - 1999
$7 billion Fortune 500 OEM and Aftermarket Components Manufacturer – suspension, axle, brake.
Product Manager – Trailer Axle and brake.
FEDERAL-MOGUL CORPORATION, Southfield, MI
Product Manager – Lighting & Electrical, Marketing Manager – Special Markets, HD District Sales Manager – Pacific Northwest
Education
B.B.A. - Management A.A. - Automotive Marketing
Northwood University, Midland, MI |
