POLYONE CORPORATION, DSS Division
St. Louis, MO
2016 - 2017
Business Director, Graphics Sheet
I was asked to lead a turn-around of the graphics sheet business, the division's weakest performing business unit. Due to poor prior integration decisions, the business had suffered significant productivity and customer loss; our direct sales force had soured on the products, and channel relationships were strained. I assembled a business team and began running programs to turn-around the business, including driving sales growth through our direct customers, expanding margins through improved channel pricing, and improving cost & service through scrap reduction and increased line rates.
Results: within 12 months the sales rate had grown by 10% and profitability had reached break-even levels from prior year -7% gross profit.
Based on growth options developed by our management team, PolyOne realized a lack of strategic fit with the division and decided to divest it. I was one of a few insiders brought in early to effect a carve-out. Targeting a Q2 close, we completed management presentations and follow-up meetings and closed in July. While discussing roles with the acquiring private equity firm, Im also seeking other challenges.
2014 - 2016
Global Marketing Director, Designed Structures & Solutions
As part of the integration of a $450M sheet division acquired the previous year by PolyOne, I established a marketing department to drive a transition from a commodity to a specialty model. The division was struggling to meet integration targets having lost critical volume and productivity due to poorly-executed asset consolidations.
I led the division's first strategic planning process to develop product line plans for stabilizing and growing the business, and partnered with the Sr. VP to present options to the CEO. As the division was short-staffed on capable business managers, I assumed leadership for the turn-around of one of the product lines, a films unit, which was suffering from low asset utilization and whose viability was in question. My planning work had uncovered an option to build a viable specialty business, which included modest capital investments, improvements in plant reliability and quality, and the addition of higher margin product categories. I assembled a team (operations, sales, R&D, and marketing) and implemented the plan.
Results: I brought the films product line to a sold-out position and positive profitability within 12 months. Also during this time, I assembled a marketing team and put in place marketing fundamentals including market planning, business development, a product development portfolio with stage-gate process, website and marketing communications.
POLYONE CORPORATION
Cleveland, OH
2011 - 2014
Global Marketing Director, Transportation
As a corporate-level director, I collaborated with business leaders across four divisions with business in Transportation ($700M total revenues), and engaged C-suite executives and division Presidents to solicit investment for my growth initiatives.
I developed a strategy to position PolyOne to the industry as a credible specialty player in key focus areas. I led initiatives across a matrix organization to present a common face to the industry and to stimulate demand upstream at the OEM level. Businesses responded with new positions in Key Accounts, creation of global OEM roles, and new industry management roles. I also articulated new growth areas, electronics and thermoplastic composites, based upon attractive market dynamics, unaddressed market needs, and PolyOne competence. I developed initial customer relationships and innovation projects in electronics, and I influenced two composites acquisitions.
Results: The segment shifted from flat to 8-10% revenue growth in 2013; sales funnel increased by 35% and close rates increased by 65%.
THE DOW CHEMICAL COMPANY
Midland, MI
2008 - 2011
Strategic Market Manager, Dow Coatings
I joined a newly-formed market-facing business unit as a marketing manager. Dow subsequently acquired Rohm & Haas, and our unit merged with their architectural coatings unit. I transitioned to Philadelphia as market manager for a $250M coatings additives portfolio.
I ran strategy assessments post-integration and developed turn-around plans for declining product franchises, including asset strategies, market segment analysis, and innovation programs.
Results: I launched six new products in two years and reversed a five-year slide in revenue.
2005 - 2008
Global Business Manager, Performance Fluids
I was Business Manager of a $100M chemicals portfolio of aircraft deicing and heat transfer fluids. When I started, the deicer business was thought to be stable but unattractive. Dow had a strong share position in Canada, and a weak position in the US. With low fixed costs and high service requirements, I could see that increased volume along with well-managed supply chain costs could significantly improve deicer profitability.
I accelerated the launch of two new products needed to shore up our position in the U.S. and improve profitability in Canada. This resulted in 15% increased sales volume and 10% increased margins across the portfolio. I also revised our value proposition to focus on service, and I preferentially priced product to win business where we knew we could deliver high service levels.
Results: In three years revenues grew from $45M to $70M and EBIT grew from $2M to $19M.
2002 - 2005
Marketing & Business Development Leader, Dowpharma
Upon the acquisition of Ascot PLC by Dow, a new business unit was formed from several Dow groups to offer contract services to the pharmaceutical industry. This included chemical process development and manufacture, biologics manufacture, and drug delivery technology. I was responsible for establishing marketing and sales practice within the new unit and for leading analyses to determine how the groups would go to market.
I integrated sales and marketing practices after the acquisition of Ascot, including: branding, sales force training, new product portfolio, and CRM systems. I led newly-formed product centers through market planning process including segmentation and value proposition development.
I led multiple business development teams in assessing new biotechnology and drug delivery platforms, resulting in decisions to cancel two programs, and to form a spin-out venture for a third. I retooled that business plan to attract venture capital financing within 18 months.
I supervised the Commercial Support team (business research, customer service, inside sales) in support of global Sales & Marketing. I also developed sales tactics for a key client segment which resulted in an increased sales hit rate and more effective utilization of staff.
1991 - 2002
1999 Account Manager, Contract Manufacturing Services
Sales rep for a services business serving Pharmaceutical manufacturers. I negotiated contracts resulting in $2M/yr in new business, and grew an existing $2M account by 50%. I developed and led commercialization strategy for a new technology service, including market research, strategy formulation, and customer development.
1997 Program Manager, Contract Manufacturing Services
Program Manager / Finance Analyst for Contract Manufacturing Services business unit. I managed a fast-track $7M manufacturing expansion project. I issued the financial analysis and customer proposal, and I staffed & led multi-region research & engineering teams - 40 people. As a finance analyst, I generated project economics and proposed pricing for project inquiries. I developed and implemented financial methodology for the analyst team.
1991 Operations Project Manager, Pharmaceutical Actives Manufacturing
Project Leader on numerous capital projects ranging from $6M to $15M. I led project teams ranging from 10-30 people to on-time, on-budget start-ups. I developed a novel manufacturing technology that eliminated capital spends for new product introductions and cut scale-up time in half. I also served as a Manufacturing Engineer for several manufacturing plants.
EDUCATION:
MBA 2001, with highest distinction, University of Michigan Marketing & Finance
BS 1991, summa cum laude, Purdue University Chemical Engineering
Keywords: General management, sales management, marketing, strategy, P&L, turn around, Specialty chemicals, plastics, strategic development, business development |
