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Dan is a visionary leader committed to generating transformative progress to enhance value for employees, stakeholders, and customers. Skilled in creating unity across the organization to steer a purpose-driven path toward sustainable revenue, profit, and cash flow founded with high integrity. Demonstrates adeptness in navigating market volatility and operational intricacies to drive impactful change efforts. Emphasizes strategic prioritization, communication of vision, empowerment of people and aligning support from stakeholders.He has fostered change to grow the top and bottom-line results by:• Driving cultural change, creating a new vision and defining the strategies for realization.• Improving the commercial operations by leveraging internal and external data to create relevant and measurable actions that connect daily work to P&L priorities.• Creating and executing strategic acquisitions ensuring alignment to the business needs thus allowing for the successful integration• Building high performing teams by recruiting and empowering key talent and prioritizing cross-functional teamwork and collaborationExamples:• In China, he rebuilt the commercial team and led them to gain market share with both new customers and new markets growing sales nearly 2x in 3.5 years.• At Donaldson Company, he led the Aerospace & Defense business to create a new vision focused on profitability and customer engagement realizing a 115% increase in profits and 20% increase in sales in 36 months.• While running the Industrial Hydraulics business, Dan led the business strategy identifying the value of an acquisition to strengthen the distribution network to grow sales leading to the acquisition of a $30M business.• In each leadership role, Dan has fostered development of his team with an eye to the future leadership needs resulting in promotions of his team members within the business and across Donaldson Company.Specialties:Sales Leadership, Negotiations, Complex Selling, Transformational Leadership, Acquisitions, Acquisition Integration, Filtration Market, Distribution Management, Distribution Development, New Business Development, Cost Reductions, Vision & Strategy Creation, Strategy Execution, Servant Leadership, 80/20 Rule, General Management, New Product Development, Sales Tools and Processes, Leadership Development, Pricing Strategies, P&L Management, Hydraulics, Manufacturing, OEM & Aftermarket Sales, Servant Leadership, Customer Centric, Organic Growth, Continuous Improvement, Ethical, Commercial Operations, Succession Planning, Employee Development
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President & CeoHengst Filtration Jan 2023 - Feb 2024Münster, DeLed a $100M regional enterprise focused on transforming a transplant business model into a self-sustaining entity. Harmonize corporate vision, strategies, and culture with the North American team, while establishing the groundwork for regionally propelled revenue growth, profit enhancement, and leadership cultivation.• Executed $800K cost savings for localization of raw materials with additional pipeline in excess of $1M.• Stabilized manufacturing for industrial air filtration business improving on-time delivery from less than 20% to 80%, reduced scrap and quality-related costs with an effect of $300K annually and increased output 30%.• Implemented a new go-to-market strategy for the on-highway aftermarket business growing sales and profits. -
General Manager - Aerospace & DefenseDonaldson May 2018 - Nov 2022Bloomington, Mn, UsLed the transformation of the business focusing on the integration of three acquisitions, optimizing costs across five plants, reduced product cost, cost to serve and enhancing how the business engages with customers for ease of doing business.• Financially & organizationally restructured a consolidated business into three standalone entities. Appointed a leader for each responsible for P&L, sales, and engineering. Established a Product Management team for market analysis, product development, and project management.• Harnessed both internal and external data to develop tailored business tool to accurately measure market share disparities among end-users, driving growth initiatives. Formulated market pricing tools to bolster brand strength and enhance profitability. Constructed cost-to-serve models aimed at optimizing profitability through distribution. Developed forecasting tools to provide reliable guidance to stake holders. • Achieved growth of 20% over 48 months. By leveraging the tools developed, the sales increase was propelled through market share gains at airlines, in the rotorcraft aftermarket with segment-specific growth initiatives. Additionally, in the defense aftermarket, managed the DLA bid process to proactively quote new business directly or via distribution channels.• Enhanced profitability by more than 1,000 basis points, equivalent to 115%, within a span of 36 months. Provided extensive support to business leaders and teams, facilitating a spectrum of improvement initiatives, including optimizing aftermarket channel profitability, discontinuing unprofitable programs, implementing price adjustments, reducing costs, and enhancing manufacturing efficiencies• Created manufacturing strategy to reduce manufacturing footprint with a focus of a high-value operation and a low-cost manufacturing to leverage absorption, earned hours and meet market price expectations. Modeled financial impact after restricting costs exceeded $5M in savings. -
Director Of Engine Business - Greater ChinaDonaldson Dec 2014 - May 2018Bloomington, Mn, UsLed the team to expand sales by engaging with Chinese OEMs and expanding the independent aftermarket channels. Leveraging new filtration technology and intellectual property, we aim to distinguish ourselves from local competitors and secure aftermarket sales. Additionally, we are committed to cultivating local leadership and building a capable team to sustain the business in the long term.• Rebuilt and created training for the salesforce focused on retaining high performers willing to implement change, established a product management group to lead the technology changes in the market and modified the compensation plan to align with growth objectives. This effort brought forward the selling result by two years.• Led the conversion of old technology at existing customers to new, IP protected, product to secure OE business and grow the aftermarket parts sales. To accelerate OEM market share growth in a new market, partnered with a competitor to leverage our technology with their customer access. Through new direct selling initiatives, grew a second OEM market leveraging new technology. Expanded aftermarket channel access 3x to support new business wins and ensure access to IP protected products.• Established a self-sustaining culture and organization committed to continuous improvement through well-defined metrics aligned with business objectives. Eliminated voluntary turnover through consistent and clear communication on the state of the business, vision & strategy, objectives, results, and targeted compensation.• Grew the business from $54M to $98M. Improved profitability 180 basis points, reduced accounts receivables by 19%, eliminated voluntary turnover and stabilized the team.
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Director - Global Hydraulics, Engine AftermarketDonaldson Mar 2013 - Dec 2014Bloomington, Mn, UsLed the business in assessing the impact of combining the stationary hydraulics division into a larger, independent aftermarket business within Donaldson and specifically the impact to sales growth. Sales growth stagnated due to challenges in expanding the network of stationary hydraulic distributors. The issue stemmed from over-distribution, leading to downward pressure on service part prices, thus unfavorably affecting the profitability of the hydraulic distribution network. The objective was to reignite sales growth and implement a sustainable recovery plan.• Short-Term Strategy: Segregated the unique hydraulic distribution from the independent network and established distribution categories based on product access and pricing tiers. This initiative resulted in a resurgence of growth to 9% and a recovery of 5 points in margin.•Long-term Strategy: To fortify the stationary hydraulic growth strategy, a targeted approach was taken to separate and effectively manage the distribution network. This involved the acquisition of a $30 million stationary hydraulic business to leverage its network and ensure sustained growth for the future.
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Sales Director - Engine OemDonaldson Jun 2012 - Mar 2013Bloomington, Mn, UsLed the global account management of the oldest (70 years) and 2nd largest customer within the OEM business at $53M. Objectives to evolve from region selling efforts to a global team focused on growing sales based on new market share wins, replace existing sales with new IP to secure long-term parts sales and grow geographically, specifically into India and China.• Leverage emissions regulations in US and Europe to gain new on-engine business. Leverage OEM expansion to BRIC countries to gain new market share outside of the US. Convert old filtration products with new technology to secure long-term aftermarket sales.• Grew global sales 60% to $85M based on market share gains in North America, India, Mexico and China increasing targeted filtration market share at the customer from 40% to 70%.• Implement selling processes (IMPAX) to harmoniously engage the customer. Created market share tools to isolate existing and new platforms to create selling focus of replace or gain. Created and implemented homegrown CRM tools to track progress and report on monthly.
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Sales ManagerDonaldson Mar 2009 - Jun 2012Bloomington, Mn, UsSales Manager in the Engine OEM Division
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Account ExecutiveDonaldson Jan 2005 - Feb 2009Bloomington, Mn, UsRe-established North American relationship, protect & gain market share in North America and coordinate with global colleagues to build global business relationship at the customer.Coordinated with customer aftermarket business to promote all-makes parts sales with customer private label products to grow sales through their distribution network.Implemented price increases to improve margin by 20 points.
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Senior BuyerDonaldson Jun 2000 - Jan 2005Bloomington, Mn, Us• Reduced supplier base by >70%, implemented indexed price agreements to proactively manage cost, exceeded cost reduction goals, reduced inventory by 15% and improved cashflow via extended payment terms.• Partnered with manufacturing plants & suppliers to favorably impact plant P&L statements through direct material cost reductions, bundling purchases with fewer suppliers, inventory management programs, consolidation of logistics, payment terms and material specification changes.• Conducted market analysis and research to forecast industry trends, benchmark pricing, contract management processes & tools, best-in-class service for manufacturing plants relative to each of their unique needs.
Dan Larsen Skills
Dan Larsen Education Details
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Saint John'S UniversityInternational Management -
University Of St. ThomasBusiness
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University Of St. ThomasGeneral
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University Of St. ThomasGeneral
Frequently Asked Questions about Dan Larsen
What is Dan Larsen's role at the current company?
Dan Larsen's current role is Executive Leader.
What is Dan Larsen's email address?
Dan Larsen's email address is da****@****son.com
What schools did Dan Larsen attend?
Dan Larsen attended Saint John's University, University Of St. Thomas, University Of St. Thomas, University Of St. Thomas.
What are some of Dan Larsen's interests?
Dan Larsen has interest in Football, Soccer, Reading, Hockey, Home Remodeling.
What skills is Dan Larsen known for?
Dan Larsen has skills like Sales, Cross Functional Team Leadership, Sales Management, Negotiation, Selling, Product Development, Account Management, New Business Development, Team Building, Strategic Planning, Sales Process, Business Strategy.
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