Bruce Lear Email & Phone Number

Ocala, Florida Area

> Responsible for all the NA OEM sales activities with our legacy Hale and the new Akron Brass/Weldon sales teams members who were previously competitors.> Developed and implemented a sales team integration plan that delivered bookings and service levels higher than previous performance as independent sales teams.> Co-leader in standardizing on a single.

Ocala, Florida Area

*In this position I have primary responsibility to lead and direct Hale's worldwide sales team to meet or exceed sales revenue, sales profitability and budgetary objectives. These teams are located in England, China, South Africa, Coloumbia and the USA.*The role involves strategic planning, managing people, selling, leveraging technology and improving.

Conshohocken, PA

• Developed and implemented sales strategies/tactics to increase market share of specific product lines by 10%
• Accomplished this while working to identify and penetrate adjacent markets segments which added $5M in revenue in 2012
• Incorporated a CRM program that gave a concentric front-end to back end sales/service platform to managet the sales and service business funnel.
• Managed the front end business development support for penetration into China and Latin American markets. China sales went from $0 to over 6% of our business from 2005 to 2011. Latin America business increased 2.5.
• Implemented a Net Promoter Score process to measure the markets feelings about our products and services.
• Selected by IDEX to be the Commercial Excellence leader for (3) divisions and (8) facilities worldwide. This involved the development, implementation, training and monitoring of Value Selling, Voice of the Customer and.

Conshohocken, PA

• Developed and implemented a plan that resulted in a 20% reduction in shop floor personnel while absorbing a 40% increase in volume which resulted in profits before income taxes doubling from 6% to 12%
• Lead “Lean Events” on shop floor that streamlined the shop cycle time for all major products. Pump delivery lead-time dropped from 8 weeks to 4weeks with special (1) day deliveries possible. The company had the fastest.
• Implemented a “why not ship today” policy for service parts with changed process flows to allow us to ship 85% of service parts within the same day. Net result was Hale became the benchmark within the fire pump.
• Operational transformation accomplished by our team drove key performance indicators in such a positive manner that the facility was awarded one of the first “Operational Excellence” awards by IDEX Corporation in 2006

Conshohocken, PA

*Developed a vision of what the service organization could do to become a “product differentiator” within the marketplace which provided the group to rally around a cause and become a team. *Lead the organization to change the service perception of Hale in the marketplace 180 degrees by:>Improving on-time delivery of pumps from 45% to 90% based on the.

Moosic, PA

• Managed the integration of the replacement part business from three pump companies into one system/process located in five locations with limited service interruption.
• Successfully lead a team that moved front-end sales and back-end supply chain systems/process to an Oracle based system.
• Lead the internal service and sales teams in five locations that were responsible for yearly quotations, order processing, and customer contact for $120 million in sales (worth $65 million in gross margin through IDP.
• Implemented a quote tracking system that allowed us to forecast bookings, and track hit rates.

Moosic, PA

• Lead a cross functional team to redesign and implement new quotation process that reduced cycle time by 200% while increasing gross operating income by $1.2 million.
• Created an aftermarket parts market penetration database matrix that enabled sales and marketing to create strategies and tactics to grow the business.
• Participating team member on the first three service alliances between IDP with Carolina Power & Light, Sun Oil, and Marathon Ashland Petroleum. Developed template used in future service alliance discussions.
• Developed the plan and lead the training of 650 IDP service employees at 10 repair centers sites in the Six Sigma elements with Green and Yellow Belt certifications

Easton, PA

• Managed all activities and processes dealing with the macro master scheduling of the facility.
• Linked this schedule with a detailed raw and finished goods material flow and manufacturing plan that allowed for smooth inventory control, warehousing and shipment of new units and parts worth $35 million in sales.
• Implemented material controls that increased balance on hand accuracy to 98% for 30,000 stock-able parts.
• Applied theory of constraints and synchronous flow processes to the shop/master scheduling system that increased on-time shipments by 30% while reducing the materials cycle time by 20%.