Created the Global Product Management team from inception, supporting the revenue growth.• Implemented a single Stage Gate product development process for USA, Italy and Netherlands• Defined the Product Strategy process for the organization, including manufactured and outsourced products and solutions.• Developed solutions to support the growth in Parcel, Distribution + Fulfillment and E-Commerce segments.

Direct global business strategies for Cable Accessories and Apparatus business, delivering sales and maintaining margins for profitable growth. Manage products and service portfolio to secure market leadership globally. Direct Reports: 65 from Product Management, R&D, Application Engineering, Field Services, MarComm and Finance. Grew brand awareness through innovative, targeted advertising and media strategies. Oversaw 8 different brands.Grew business $40M in orders and $30M in revenues from 2015 to 2018. Obtained approval for multimillion- dollar investments into facilities to continue business growth.Established a data-driven process to capture, evaluate, and implement innovative ideas; process yields a comprehensive roadmap of customer-driven innovation that speeds the process from idea to active project. Introduced product innovations that helped close the gap on customer expectations:- Launched breakthrough products, e.g., Elastimold Tru-Break – unique on the market.- Reduced cycle time and increased capacity(15-20%) with design improvements.- Continue leadership in solid dielectric innovation (e.g., new 250A connector, 900A Bus).- Contain costs of the Cost Centers under my responsibility, saving $2M (~20%) YOY.- Maintained brand leadership and recognition, transitioning to ABB brand.- Implemented ABB Gate Model process for innovation, averting errors and gaps during product development.

Managed CAA strategy, product management, annual budget, and ROI. Drove innovation and startup initiatives. Defined geography and structure to support business strategies and ensured alignment to corporate goals. Direct reports: 3.Won Product Manager of the Year award (2013 and 2014). Grew orders and revenue 8% YOY, 2011 to 2015.Managed multi-year, multimillion-dollar investment that converted 200A load break elbow to new design andmanufacture process. Patented product redesign with 55% fewer components achieved $7M in additional salesand a margin increase of 10 pts.Successfully developed and launched 11 new products based on customer-driven innovation: Shrink-Fit Joint,Combo T, 600A Arrester, Dead-Break Load Break Adapter, 600A Insulated cap, Spiking Aid “T”, Spiking Aid “I-Y- H,” 200A elbow redesign, LX Full Range Fuse, Substation Fuse, Hi-Current Fuse. New products yielded stronger positioning with customers, revenue growth, and margin improvements.Co-inventor of 5 patents related to new products and improvements launched.

Charged with determining profitability of products, competitive positioning, commercialization, promotion, and pricing. Introduced new products and differentiators for specific markets and segments. Direct reports: 2. • Established innovation pipeline based on customer input, achieving 30% of revenues for 2010 and 2011 from new product development. This expanded the available market and allowed the company to maintain and improve its reliability without the need to lower prices due to the differentiators introduced. • In collaboration with R&D, guaranteed in 2011 new products would represent 30% of revenue through 2014.

Managed Services P&L, growth, profitability, and new product development / introduction. Established Services relationships with third party entities. • Grew Services business from $10M to $30M from 2007 to 2009, and increased margin from 15% to 30% by changing products offered and increasing the volume of services.• Developed custom system (using Infor LN platform) for the Services business, guaranteeing correct visibility and tracking from quote to finished service or product sold, as well as capturing warranty cases and their follow up. Linked system to the company’s Infor Baan IV existing ERP. New system provided proper visibility on cost and timing for warranty and non-warranty services, accelerated speed of response, and sharpened focus on services.

Responsible for customers' and market strategy. Increase customer base and market share. Contract negotiations.Covered 70% of the business. Devised a plan to track customer approval with the main utilities and increased customer approval rate from 29% of utilities to 90%.

Contract management and coordinate interactions through the fulfillment process. Assured internal contract compliance. Implemented the contracts automation, record of key attributes and deliverables as well as digital documentation of the contracts

Initiated the Product Management activities for the company, created the KPI for the role introduced the price and margin tracking activities per product line, and segments.

Coordinate proposals activity of the marketing specialists and quotation engineering teams. Responsible for factory loading. Implemented quotation automation and standardized area reports.• Created book of quote best practices, a quick reference of commercial and technical exceptions for all quotes. • Developed with IT the quotations capturing system for fast data transfer and proper order management.

Preparation of Technical and Commercial proposals, price and margin analysis and suggestion

Responsible for the Northern Region forecasting and production requests for over 150 products. Also responsible for the local delivery (logistics), including the drivers and setting up the routes. Had a special project to implement an order entry process with Hand-Held device in lieu of a manual process.

Responsible for regional sales of 18 supermarkets in Monterrey, Mexico Area and the management of sales employees at those locations.Negotiations on price and volume for cold meets, cheese and yoghurt