Anthony O'Hehir Email & Phone Number

Temecula, Ca, Us

I lead aftermarket service sales teams primarily in the US, focusing on the cryogenic industrial capital equipment pumps marketplace for a $36,000,000 book of business. Segments targeted are industrial gas, liquid natural gas, hydrogen (clean transportation), marine and aerospace. We also support the service delivery - service operations team as they evolve from traditional reactive warranty service to proactive on-site field services. I provide my sales teams with sales expertise, guidance, support, tools and training to create a collaborative sales culture with a unique solutions-based approach. In addition to selling traditional service offerings such as parts, kits, workshop and on-site rebuilds, upgrades and on-site time and materials (T&M) field services, my sales teams also help our clients improve reliability and efficiency, reduce costs, reduce emissions, decrease downtime and avoid costly unplanned equipment failures.

Sabbatical to do something I’ve never done before - taking time away from my career to focus on my family. It was an extremely rewarding experience:1) The sickness and eventual passing of my father, and supporting of my mother.2) Two of my children were going through life-changing career and out-of-state relocation events.

Bjerringbro, Middle Jutland, Dk

I led traditional and digital aftermarket service sales teams in the US, Canada and Latin America focusing on the industrial capital equipment pumps marketplace for a $35,000,000 book of business. I focused on developing strategies and commercial initiatives that deliver double-digit growth, developed annual budgets, created individual quota targets and issued monthly business reviews and forecasts. I also supported the service delivery - service operations team as they evolved from traditional reactive warranty service to proactive on-site field services. I also provide my sales engineer teams with sales expertise, guidance, support, tools and training to create a collaborative sales culture with a unique solutions-based approach. In addition to selling traditional service offerings such as parts management, kits, rebuilds, upgrades and on-site Field Services, my sales engineer teams helped our clients improve reliability and efficiency, reduce emissions, decrease downtime and avoid costly unplanned equipment failures. We consult with our clients on equipment service programs, energy optimization, water conservation and digital machine health solutions. Our state-of-the-art digital services portfolio includes route-based and continuous vibration monitoring, machine health, machine reliability, and GMH iOT AI-driven, cloud-based reliability and predictive maintenance solutions.— Implemented Net-Zero process improvement sales strategy in the Americas, saving clients such as Ball Corp. and AB-InBev energy and water.— Developed service delivery growth program through both direct field service and third-party VARs / service organizations.— Consistently achieved double-digit sales growth: +25% in 2021 (113.1% to plan) and +18% in 2022 (109.2% to plan).

92866 Issy Les Moulineaux Cedex 9, Fr

I joined Sodexo’s Clinical Technology Management division to advance growth in clinical engineering and field service maintenance sales. I also had a strong desire to directly learn more about the multi-vendor side of the clinical engineering HTM business. I developed effective internal and external relationships to design and implement effective lead generation and direct marketing campaigns. I also championed cross-selling opportunities and drove referral business in partnership with our field operators.

Rochester, Ny, Us

After a successful tenure driving regional service sales, I earned a promotion to provide leadership to a team of service sales specialists and grow a $100,000,000+ imaging medical device, X-ray capital equipment field service sales region covering the U.S. and Canada. I focused on building and coaching to a high-performance team, and further enhancing our dealer channel sales. I led pricing and solution design initiatives to drive pricing consistency, set margin minimums and enhance customer satisfaction. I also focused on parts and kits; service contracts and LTSAs; on-site time and materials services (T&M); used and refurbished equipment; replacement capital equipment; as well as hardware and software upgrades. I also collaborated cross-functionally with the equipment sales team to sell the full solution – equipment bundled with services.— Salvaged abandoned equipment contract with a major health system. Project managed program on-time to exceed client expectations and deliver $2,250,000 incremental revenue.— Consistently exceeded sales targets: 2017: 102% to plan, 2018 USA: 112% to plan, 2018 Canada: 120% to plan.

Rochester, Ny, Us

I was promoted into a sales role leading regional aftermarket field service sales for a $17,900,000 imaging medical device, X-ray capital equipment territory and emerged as the highest-selling service sales executive globally. My focus was on parts and kits; service contracts; on-site time and materials services (T&M); used and refurbished equipment; replacement hardware; as well as software and hardware upgrades. I developed an award-winning dealer channel service sales support strategy. And I collaborated closely with the equipment sales organization to develop and close complex deals that provided customers with the complete solution – equipment bundled with Service.— Launched Directview V5.7 upgrades program: marketing collateral, eMarketing and lead generation campaigns.— Developed and implemented new Service sales team territory planning and management program.— Developed new regional dealer channel upgrades program: sales training, collateral, pricing incentives and field coaching.— In 2015 was the highest performing Sales executive globally and President’s Club award winner.— Consistently exceeded growth targets: 2016: 111% to plan, 2015: 112% to plan, and 2014: +17% YOY growth.

Rochester, Ny, Us

I was challenged to help transform the approach to selling service for a $125,000,000+ imaging medical device, X-ray capital equipment portfolio spanning the U.S., Canada, and Latin America. To achieve this, I helped to create and implement a new service go-to-market strategy to ignite sales and grow share of wallet. I developed marketing and sales enablement programs that clearly articulated the value of service. I also piloted a Field Service telesales initiative and developed the business case to bring telesales in-house. Services sold included equipment maintenance service agreements; on-site time and materials services (T&M); used and refurbished medical equipment; software and hardware upgrades; X-ray and imaging accessories; DR detector plates; and CR cassettes. Sales support included sales plans and territory plans; sales compensation plans; pricing; sales training; SalesForce.com CRM effectiveness; and sharing of best practices. I supported FEs (Field Engineers) with a service sales playbook, sales collateral and sales lead incentives. I collaborated cross-functionally with matrix teams to understand key customer needs that can transform the commercial approach to selling Service. I developed new sales tools to articulate the value of Aftermarket Service as a differentiator in the customer experience.— Developed and launched Point of Sale (POS) sales incentive and discounting program to drive Service attachment at POS.— Instituted dealer go-to-market channel strategy to deliver incremental sales through upgrades initiative.— Ignited 20% increase in Latin American sales by re-engineering Mexico and Brazil service sales teams & go-to-market.— Piloted & launched telesales team concept, built pro-forma business case, telesales scripts, collateral, SalesForce target lists etc.— Converted 50%+ of service agreements to multi-year contracts by transitioning to inside sales enablement strategy.

Gothenburg, Se

I was hired full-time to lead Service, steam sterilizer and T-DOC surgical instrument management software product management, with a brand portfolio valued at $27,000,000. I oversaw strategy, marketing communications, positioning, and sales training. I also crafted market opportunity analyses and five-year pro- formas to enable executive-level decision making. I collaborated with R&D in Sweden and Engineering in the US to develop and validate a 5-year product and Service roadmap. I alsso collaborated with our software development team in Denmark to develop and launch the innovative Getinge Online (iOT, SaaS) remote monitoring & equipment connectivity platform.— Launched new service products: sterilizer chiller with water saver, new sterilizer mod kit and new upgrade programs.— Developed and implemented new Field Service go-to-market strategy including new collateral, Mod Packs catalogue and sales training program to facilitate selling.— Developed and launched innovative Getinge Online (iOT, SaaS) remote monitoring & equipment connectivity platform.

Consulted with Getinge USA to perform market analyses, develop market models and make go-no go recommendations for 1) dental sterilizer market and 2) Automated endoscope reprocessing market. Developed competitive analyses, go-to-market strategies, launch plans, forecasts and pro-forma financial models to facilitate senior management decision-making.— Crafted market opportunity analyses and five-year pro-forma financial models for dental sterilizer and AER markets. Presented findings to senior team to facilitate go-no go decision-making.

Olive Branch, Mississippi, Us

I was challenged to restructure an 11-person marketing and design department while modernizing the corporate identity of a $150M cosmetics and lotions contract manufacturing business. I also led brand licensing and contracting, international business development, and corporate marketing.— Reorganized Marketing and Design departments, to streamline processes and improve internal communications.— Re-branded corporate identity for better customer alignment, including new branding, signage, collateral and web site.— Successfully negotiated and closed Red Earth, Face Stockholm and P&G contracts, securing over $11,000,000 in revenue.— Developed European growth strategy and presented to Board of Directors for $10,000,000 in incremental revenue.

Bridgewater, Nj, Us

I was hired to optimize $18,000,000 in marketing spend, manage the P&L, and improve profitability for a $65,000,000 over-the-counter (OTC) eye vitamins portfolio. Harnessing extensive marketing research, I steered a complete brand overhaul incliuding new creative blueprint, professional marketing, and all-new packaging. Further program enhancements enabled us to accomplish the “impossible" - save millions in marketing spend while simultaneously growing sales.— Led reformulation and launch of PreserVision Soft Gels. Despite headwinds, achieved launch volume of 200% to plan.— Launched innovative vitreo-retinal telemarketing, detailing and patient education program - replacing detailing entirely.— Spiked OTC nutraceuticals sales +22% in 2004 (109% to plan). Grew EBITDA by 10 points in only 2 years.

New York, New York, Us

I was challenged to develop a more effective go-to market strategy for $200,000,000 Synvisc Rx injectable biologic with a $35,000,000 marketing spend. I led the P&L plus all upstream and downstream marketing programs, including direct to consumer (DTC) and physician professional marketing targeting orthopedics and rheumatology. P&L responsibilities included marketing; branding; positioning; market research; CME and key opinion leader (KOL); white papers; Sales training & effectiveness, POA planning & playbook; market segmentation; direct marketing; web, print and TV media.— Reorganized Sales team and compensation model from pharmaceutical to commission-based medical device model.— Led 2002 National Sales Meeting cross-functional team. Launched new collateral and sales effectiveness programs.— Piloted and scaled up innovative telesales sales support and account management program.— Developed and implemented ROAM account management sales training program.— Consistently exceeded growth targets, delivering double-digit sales growth of 15% in 2002 and 7% in 2001.

I was hired to drive development and commercialization programs for a $10,000,000 global knee early intervention minimally invasive (MIS) Class 2 knee orthopedic medical device portfolio, including unicondylar knee implants, high tibial osteotomy etc. Led implant team in Ireland and instrumentation design team in the US responsible for surgical protocol development, launch programs, surgical technique training, selection and management of international physician designer panel - advisory board; coordinated numerous US and EU cadaver labs and live surgeries.— Developed and launched Scorpio+ Class 3 mobile bearing knee system.— Developed and launched EIUS minimally invasive surgery (MIS) unicondylar knee implant. Exceeded plan by 40%.

After completing my MBA, I was promoted to drive growth for the oral surgery and periodontics product portfolio (PerioGlas synthetic allograft and Atrisorb bioabsorbable GTR barrier, Ada, Mynol etc.). P&L responsibilities also included all regional marketing programs, portfolio management; product strategy; new product development and commercialization, customer acquisition and field support programs.— Launched Atrisorb FreeFlow including all marketing programs, exceeding plan by 12% or $1,000,000 incremental sales.

I was hired to manage and lead all plant activities – Dispensing, Manufacturing, Packaging and Maintenance Service for 124,000 square foot manufacturing facility that supplied products globally. Products manufactured were Sensodyne toothpaste, Efferdent and Nytol tablets and Quellada pediculicide. The plant was inspected by Health Canada, FDA and MHW Japan, we were also ISO-9001 certified and supplied bulk product (pediculicides) to Europe and Australia. Responsible for scheduled production to MRP; budget & cost control; strategic planning; product quality; FDA, Health Canada GMP and environmental compliance; SOP's; Health and Safety; new equipment & productivity improvements. — Restructured plant to cellular-based work teams to improve efficiencies, drastically reduce line change-over times and plant responsiveness. This, plus other key operational changes helped to save the plant from closure!

Mba (Master Of Business Administration), Marketing And Finance

Bachelor Of Applied Science (Basc), Chemical Engineering