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Business philosophy: The principles of business are the same regardless of the industry. Keenness and depth of perception, especially in practical matters are vital whether in the business of real estate, software, or manufacturing. It demands intense mental activity. Seeing how the landscape is evolving requires a high caliber of qualitative logic and the ability to frame, assess, discard, and adopt many assumptions at once. As the landscape is continuously changing, the task is doubly difficult and requires constant revisiting. This is the art of business acumen: linking an insightful assessment of the external business landscape with the keen awareness of how money can be made – and then executing the strategy to deliver the desired results. The maturation of this insight is the realization executing the strategy will deliver the result but is unable to replicate itself without its creator. To achieve excellence in business is to understand leverage. People are chaotic and consequently enriching or detracting from the desired results. Trust, truth, and transparency are a leader’s tools for moving the fulcrum in the appropriate direction to leverage capabilities and exceeding the desired results. Personal biography: Comprehensive experience in product (strategy), process (execution), and people (cooperation); demonstrated leadership skills in sales, marketing, operation, product development, finance, strategic planning; lean manufacturing, team building and mentoring; effective in extremely competitive markets; reputation for success with integrity and a strong work ethic.Specialties: Business Process Architecture
Elliot Engineering
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Vice PresidentElliot Engineering Sep 2023 - PresentPower Engineers
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CooWells Engineering Nov 2018 - Sep 2023Florence, Kentucky, Us -
Sustainability ConsultantEnergy Network Aug 2017 - Sep 2023Elkhorn, Nebraska, Us -
Vice President Business DevelopmentGbi Cincinnati Nov 2017 - Nov 2018
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Vice PresidentCe Power Feb 2011 - Jul 2017Lake Mary, Florida, UsA high voltage engineering and maintenance company servicing utilities, large power consumers, data centers and hospitalsVice President 2015 - 2017Responsible for contract negotiation, risk management, organizational development, process, and strategic integration. Primary mission is to prepare the company for continued growth.• Developed M&A playbook and led acquisition integration.• Trained and developed key employees for leadership positions.• Created Project Management Office.• Developed a Recruit to Retire process for Human Resources.Vice President, COO 2011 - 2015Responsible for sales, engineering, and operations. Primary mission to initiate process and organizational change to prepare company for the M&A market.• Implemented new Opportunity to Order process resulting in a 2.5% improvement in EBIT• Implemented new CRM integrated to operations to improve the transfer of job information from sales to quoting to operations saving 5-10% in administrative labor of sales, quoting, and operations• Created selling process and metrics to improve sales performance and accelerate new salesperson ramp time• Grew sales from $22MM to $53MM through the development of new solutions, expanding services areas, and replacing ineffective resources• Negotiated new service contracts with large utility clients to provide ongoing services without need for a bidding process• Transitioned the company planning cycle using sales and operations planning (S&OP) to predict long range forecasts thus enabling the hiring and training of new personnel in advance of demand • Integrating capacity planning into S&OP to develop integrated business planning model (IBP)• Created training program to grow our own engineers, technicians, and sales people using college graduates -
Vice President Business DevelopmentBrandicorp, Llc Sep 2004 - Feb 2011Responsible for all aspects of commercial real estate development including property acquisition, due diligence, design, leasing, construction management, and property management. Primary focus was restaurant, retail, and hotel. Managed more than $40 million in new developments.• Sold and negotiated all leasing contracts to meet require ROI of development.• Acquired Marriott franchise rights and launched $17 million hotel development• Led development of $27 million Stone Creek Towne Center project including sales of retail space resulting in nine new customers with lease values more than $5 million• Responsible for contracting and delivering all services on development projects including architecture design, structural design, civil engineering, and all parts of building and site construction
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ConsultantSelf Employed Mar 2002 - Sep 2004Independent consulting for process improvement, strategic product porfolio management, and business development. Major Projects:Business Development Product Lifecycle Management (PLM): think3Responsible for creating, developing, and implementing a global PLM solution to increase sales within existing customer base and promote strategic, C-level selling to new customers.Senior Business Analyst: Value Chain GroupFacilitated numerous projects on Business Process Transformation Frameworks for various clients including: Procure-to-pay supplier integration focused on reduction of direct material costs, reduction of transaction/processing costs, and increased reliability. And supply chain risk modeling of supplier partner relationship of memory chip providers.Operational Excellence: Convergys, Application Partner Services, IMG Led the improvement of software revision implementation reliability by re-aligning the internal organization, contractors, and suppliers and focusing on reliability and communication.
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Plant Manager/Operation DirectorR.A. Jones & Co. Jul 1998 - Mar 2002Covington, Kentucky, UsResponsible for all centralized support functions of operations, including Purchasing, Data Services, Manufacturing Engineering, Machining, Contract Manufacturing, Facilities, Production Control, Inventory Control, Traffic/logistics, and Operational Excellence.• Established cost controls in new flattened management structure that eliminated five positions, and created monthly budget variance review generating an annual savings of 15% or $750,000• Built communication channels clearly defining expectations to employees and managers through monthly small group communication meetings, weekly staff meetings, and dashboard metrics, generating greater trust and teamwork among my team and permitting me to manage by exception• Installed fundamental APICS standard controls of inventory, forecasting, and sales & operations planning yielding an inventory reduction of 16.9%• Developed and initiated the Design & Manufacture to Cost (DMC) process, providing predictable cost and delivery schedules on internal manufacturing and external suppliers and contractors.• Directed the implementation of a quality reporting system resulting in an 80% reduction in defects due to machining errors both internally and with contract manufacturers.• Led the development a supplier partner program to improve supply chain.• Fully integrated the ERP scheduling system in machining and established ship-set manufacturing in a QRM (quick response manufacturing) cell.• Re-aligned contract machining suppliers to meet quality benchmarks in Quick Response Manufacturing. • Created Kaizen improvement teams to form lean manufacturing cells.• Directed engineers in the development of a lean sub-assembly cells. -
Product Development ManagerCincinnati Milacron Dec 1987 - Jul 1998Cincinnati, Ohio, UsResponsible for all facets of the development and P&L of a new product line; led concurrent engineering (Wolfpack) efforts for a $4.2M development with a staff of 67, focused on design for manufacturability and assembly, reliability, cost, and time to market.• Drove plug & play modular design down to the subassembly and component level permitting different machine divisions/businesses to share reliable designs, vendor base and spare parts.• Created internal/external production analysis tools to determine highest return on capital. Established all contract manufacturing and vendor compliance programs relative to product group.• Aligned production plan of new development with corporate marketing and financial plans to achieve the goal of “no surprises.”• Developed and promoted the company’s best practices for Wolfpack product development saving four to six weeks of time in new project startups; won international recognition for the program from the NCMS, U.S. Dept. of Navy BMP, and Schuh Complexity Management. -
Product ManagerCincinnati Milacron Inc 1994 - 1995P&L responsibilities for U.S. sales and operations of the Milacron/Mandelli Consortia.P&L responsibilities for Pratt & Whitney product lines. -
Sales Project EngineerCincinnati Milacron, Inc 1991 - 1994Responsible for global marketing and sales of special engineered product for the Aerospace division.
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Area Sales ManagerCincinnati Milacron Inc 1989 - 1991Responsible for customer sales and service of assigned territory; grew sales from $0 to $3,000,000 annually.
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Sales & Management Training ProgramCincinnati Milacron Inc 1987 - 1988
Jim Cook Skills
Jim Cook Education Details
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Purdue UniversityElectrical Engineering -
Indian Hill Hs
Frequently Asked Questions about Jim Cook
What company does Jim Cook work for?
Jim Cook works for Elliot Engineering
What is Jim Cook's role at the current company?
Jim Cook's current role is VP at Elliot Engineering.
What is Jim Cook's email address?
Jim Cook's email address is ji****@****wer.net
What is Jim Cook's direct phone number?
Jim Cook's direct phone number is +151391*****
What schools did Jim Cook attend?
Jim Cook attended Purdue University, Indian Hill Hs.
What are some of Jim Cook's interests?
Jim Cook has interest in Science And Technology, Economic Empowerment.
What skills is Jim Cook known for?
Jim Cook has skills like Strategy, Product Management, Leadership, Process Improvement, Product Development, Strategic Planning, Project Management, Manufacturing, Operations Management, Business Development, Engineering, Enterprise Software.
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