Assisting N American companies expand their markets into Asia, particularly the Indian sub-continent. Conversely also available to assist companies outside North America, expand their markets into the American market. Also Consulting in the sphere of Industrial Products Marketing, particularly for Rubber, Plastics and Chemicals.

Matexion who is at the forefront of the Rubber & Plastics Industry in Canada, are now operating in the US. I am very proud to be associated with this highly dynamic company and together we have made a very significant impact in the US & MX market.

Directed marketing and strategic development of Lanxess' High Performance Elastomer Products for the Indian sub-continent, ASEAN and ANZ, Responsible for $40,000,000 business, in this dynamic growth region and grew market share, particularly for specialty product lines. Revamped and streamlined hitherto unorganized distribution set up. Commenced direct sales to large or potential accounts. Helped establish regional warehouse in Singapore.

Set and implemented technical strategies for North American region, providing technical leadership and guidance to all three TRP business lines. Led successful operation and development of technical rubber products and processes of TRP business unit in North America. Developed new business for specialty products of TRP. ,- Investigated market and customers for Lanxess' specialty rubbers, including interviewing customers, consultants and other experts in specialized field. - Completed extensive visits and, worked closely with technical colleagues, using skilled persuasion, to get products approved and regular business started by key players.

Led marketing of $75,000,000 specialty rubber products business for North America. Developed strategy to regain business volumes and market share from crisis years of 2008/2009 through mix of pricing and strategic marketing initiatives. Achieved cost savings through optimization of available resources and process improvements. Built up and maintained motivation among team, subsequent to dramatic downsizing at end of 2008 and crippling loss of business through recession. - Drove aggressive marketing strategy to regain and surpass lost business from crisis years 2008/2009, achieving new record sales and EBITDA for region. Regained 90% of lost business by 2011 and grew business to surpass pre-crisis volumes and margins. - Grew market share through mix of pricing and strategic marketing initiatives. - Achieved costs savings of $200,000 in crisis year of 2009, mainly through optimization of available resources and process improvements.

Facilitated strategic marketing and product management of $100,000,000 technical rubber products NAFTA business and additional $35,000,000 export operation. Oversaw optimal utilization of technical rubber products production facilities, above $85,000,000 total product value across two product lines. Led team for new business development in non-traditional applications. Assumed additional responsibility for global product management of $175,000,000 EP(D)M product line. Developed strategy for future profitable growth of this business line. - Achieved cost savings of $2,000,000, mainly through optimization of production and supply chain operations. Completed extensive rationalization for EPDM product line, thereby allowing plant to run fewer grades, with fewer grade change overs. - Realized production efficiencies, lower off-spec and much higher plant utilization, with minimal impact on customers. - Collaborated with specialist team from Germany to analyze logistics and warehouse concept for rationalization. Achieved more cost-effective distribution set-up. - Created forward strategy for EP(D)M, with top management in Germany and consequently oversaw carving of business, into separate legal entity. Chaired and guided carve-out team over period of four months. - Developed three major non-traditional business areas, resulting in long-term potential of $15,000,000 in additional sales for LANXESS. Established EP(D)M as viscosity improver in lubricants industry and use of EVM in non-rubber application areas. - Guided HNBR business development team to achieve approval of material and specification at major automotive and oil drilling OEMS over course of three years. - Aligned regional strategies with overall global strategy to ensure harmony in day-to-day operations.

Coordinated strategic marketing of $70,000,000 TRP business in Asia-Pacific region. Aligned regional strategies with overall global strategy. Determined future strategic placement of TRP business in Asia-Pacific, including ascertaining possibilities of production and strategic joint ventures. Led team for identifying and relocating regional lab from Singapore to Shanghai. - Grew two largest product lines by 19% and 27%, through mix of careful planning and execution. - Aligned regional strategies with overall global strategy to ensure harmony in day-to-day operations. - Laid groundwork for tolling and JV options with Chinese and Taiwanese partners.

Oversaw strategic marketing of CR, EP(D)M and EVM synthetic rubbers. Managed Asia Pacific region with turnover of $20,000,000. Laid groundwork for launch of EP(D)M rubber line in Asia-Pacific. Organized training for sales force, techno-commercial seminars, distribution arrangements and advertising. Identified and contacted customers for approvals. Developed effective cost reduction program at Japanese Distributor, mainly via logistics and warehousing operation. Negotiated co-producer agreement with Japanese partner.

Directed transfer of production of key rubber chemical from Spain to India. Coordinated and commissioned launch of new Rubber Chemical anti-oxidant. Established and implemented global marketing strategies in hitherto neglected Asia-Pacific region for Technical Rubber Products. Assisted as key account manager for Bridgestone Firestone Europe.

Headed rubber business for North India, accounting for more than 45% of Indian Turnover, Responsibility for leading and motivating Bayer and distributor sales force. Increased sales and market shares at key accounts for product line. Grew business average of more than 5% per annum. Prevented huge bad debts due to timely reduction of exposure at major tire groups. Revamped sales force and dealer set up to integrate indent business into local rubber chemical business. Appointed new dealer in competition stronghold, resulting in successful development of sales. Set up co-producer arrangements.