Planning, developing and executing the strategic and tactical sales and marketing plans.

(765) 412-5834 Cell7/09/2012 (Current) Vice President Powered Vehicles and Light Vehicles Reyco GranningManage sales, engineering, customer service.Forecast sales by quarter. Develop market strategies for current markets as well as penetration of new markets. Strengthen partnerships with current customer base.Negotiate pricing and supply agreements. Develop sales and engineering priorities to support strategyFull responsibility of value streams P&L

Manage sales, engineering, customer service.Forecast sales by quarter. Develop market strategies for current markets as well as penetration of new markets. Strengthen partnerships with current customer base.Negotiate pricing and supply agreements. Develop sales and engineering priorities to support strategyFull responsibility of value streams P&L

My roles consist of reporting directly to the LOB president. I am directly responsible for setting and managing the yearly budget for my LOB and reporting on the budget on a weekly basis. Along with this I am reporting on the financials on a weekly, monthly and quarterly basis. Lean manufacturing through the TBS system. Responsibilities also include managing all manufacturing, quality, manufacturing engineering, supply chain and assisting outside and inside sales. Since I have been at Reyco Granning we have continued to raise RGM from an average of 21% to 27% while gaining 3% market share in the industry. This mainly has been accomplished by setting up direct flow with in manufacturing using lean techniques. The Brookston LOB has had one OSHA recordable in the last 36 months as we strive for continuous improvement in safety through out the LOB. Further success has been seen in quality PPM’S within the last 12 months. As restructuring of the quality department has taken place. We have seen our LOB’S PPM trend down from over 5,000 to a current 138. Along with this my on time delivery remains at an average of 93% with all customers and

My role at Wabash National as a commodity manager reported directly to the Vice President of supply chain reporting any price and surcharge change being reported by the American Metal Markets. In this role is was responsible for cost savings, packaging, writing long term supplier contracts, supplier evaluations and comparisons, setting up all SAP master data and pricing as well as working on cross functional teams with engineering, manufacturing and sales, on all steel and fabricated parts for both Lafayette Indiana facilities. While in this roll I showed tremendous innovation with in the department. I worked in developing a new supplier stainless steel mill to develop a special blend for Wabash while bringing a new service center in as part of a 3 way agreement. With this Wabash National realized a 3.5 million dollar cost savings in less than 12 months as well as enjoyed a supplier that shipped on a daily basis to reduce the over all material carrying cost. I was also creative and successful in achieving a 1.5 million dollar savings in the roll form product line. To accomplish this I dual sourced the 18 million dollars in annual purchase. With this I accomplished a packaging program that also acted a Kan Ban with the supplier. As we returned racks the supplier replenished with in 24 hours. All material was now stored on the production line at point of use.

In this role I reported directly to the purchasing manager. I managed all of my daily MRP for a 52 million annual spend. In doing this I reduced the over all inventory carrying cost by 1.3 million dollars through negotiating packaging and delivery expectations with my supply base. Worked with manufacturing, sales and engineering to assure current prints were accurate at the supplier as well as any new product would be in the plant when the organization needed it.

In this role I would be responsible for up to 100 associates at any given time while managing all production schedules. I was directly involved on all human resource programs as well as any coaching needed for the associates. In this role I was given the opportunity to work on 3 new product launches from their conception working with product development and sales. I was also chosen from the pant foreman and Vice president of manufacturing to be part of a development team on 5 new production lines 3 of these that supported the 3 new product launches