Dan Valenti Email & Phone Number

Saint Joseph, Mi, Us

Charlotte, North Carolina, United States

Lead all businesses and dedicated shared service functions for JELD-WEN's North America footprint.

Charlotte, Nc

In my role as Executive Vice President of North America Doors and Distribution at JELD-WEN, Inc., my focus is leading and managing the operations, product management, and sales for the doors and distribution divisions within the North American region.JELD-WEN is a leading global manufacturer of building products with operations in 15 countries and approximately 18,000 employees across North America and Europe.

Benton Harbor, Michigan, United States

Benton Harbor, Michigan Area

Serve as business unit CEO for global KitchenAid Small Appliance business.

Benton Harbor, Michigan

Led team of 200+ sales and operations people calling on multi-billion dollar Independent Retail and Builder channel.

Benton Harbor, Michigan Area

Led organization of 3000+ employees with P&L responsibility for multi-billion dollar cooking category. Delivered record results in each of the four years in the job. Managed all aspects of the business including product road planning and development, price and margin realization, distribution, inventory, quality, cost take out, and operational planning. Accountable for multi-million dollar capital and engineering budget spanning 4 manufacturing plants and 6 tech centers. Drove cultural changes around consumer driven innovation, product development cadence and quality. Led global initiative around integration of digital (IoT) and physical (durable appliance) consumer experience across Whirlpool Corp’s appliance portfolios.

Benton Harbor, Michigan Area

P&L responsibility for muti-billion dollar category. Led team of 11 people responsible for pricing, promotion, placement, and demand planning/forecasting. Measured on sales revenue, direct contribution margin, operating income, forecast accuracy and forecast bias. Drove massive increase in profit (vs. prior year and also plan) through new product launches, like for like price increases, mix, and maximizing return on investment with market and trade partner incentives/allowances. Exceeded almost all other metrics including inventory, sku reduction, forecast accuracy and bias, and people engagement.

Led team of 6 people (marketing & engineering), responsible for long term strategic direction of 5 year product road and delivery of all product launches in $1 billion category spanning 7 major brands. Business metrics owned include cost, timing, quality, innovation, and program spend. Embedded consumer centric innovation process, generating twice the opportunity spaces and at the same time driving specific and focused priorities and engagement in innovation throughout the organization. Process was viewed as highly successful and is currently being rolled out throughout Whirlpool Corporation. Very involved in US manufacturing footprint, leading multimillion dollar capital budget, capacity decisions, and playing key role in supply planning.

Led team of 3 people, managing Black & Decker’s Consumer New Business Development group and its global licensing business of $900 million in retail sales. In licensing role, directly manage partner discovery, assessment, and negotiations, along with product, brand, marketing and sales interactions with 14 North and South American licensing partners. In 2009 delivered global royalties of 13% growth to 2008 & 5% overdrive to budget. Delivered US royalties of 19% growth to 2008 & 9% overdrive to budget. Negotiated contract signings of 6 licensees. In New Business Development role, set direction for Black & Decker’s strategic market penetration of $250 million global business, encompassing 6 programs. Also, launched a new business portfolio of Energy Savings products, capitalizing on macro-economic trend of energy savings.

Managed $360 million in sales and a team of three people with responsibility for all retail channels. Created plans and presentations to launch new products and promotions across all business portfolios. Balanced national brand with retailers’ constant desire for exclusive and differentiated offerings. Daily focus on POS, inventory turns, forecasting, P&L management, and sales plan targets.

Hand-picked to lead Product Development integration of newly acquired $150M business. Built team of four product managers, created marketing communication campaigns around core portfolios, identified alternative supply sources, and instituted pre-milestone and milestone product development processes, market research, and P&L management. Led development of 42 new products and an additional 30 derivative mods. Implemented $7M in P&L savings through $4M retailer price increase, $2M alternative supply base product moves, and $1M product cost reductions. Eliminated 66% of skus through rationalization process which led to better inventory management controls and simplification across all functions of the business

Promoted from Assistant Product Manager to Product Manager to Senior Product Manager within 18 months. Led $188 million cordless power tool business and a team of two people with responsibility for nine product portfolios. 2004 Marketing Excellence Award Winner – awarded to top 1% of organization. Delivered 2004 growth of 47% and 3 year CAGR of 17% for Black & Decker’s largest portfolio (cordless drills) from 2003 – 2006. Increased profitability 11.5 points for combo kit portfolio by focusing on new products, price and mix management. Led expansion of the Firestorm brand at Lowe’s from 11 skus in 2002 to 35 skus in 2006. Launched 18v Single Source sub-brand and integrated marketing campaign around twenty 18v products for the Firestorm brand. Drove innovation of “Smart Select” cordless drills which became a 2008 & 2009 national TV media campaign

Promoted from Assistant Channel Manager to Channel Manager 10 months into the role. Directed business for the Independent Channel and Mass Merchants, including Wal-Mart, Target, Kmart, and ACE. Increased total sales by 17% in 2002 and 10% in 2003 for 2 year CAGR of 13%. Created a consistent, simplified, and targeted strategy for the Independent Channel sales force of 200+. Established Target as new customer in 2003.

Managed and developed eight sales and merchandising reps in Tennessee and Georgia covering 41 stores. Developed underperforming Tennessee team into top three performers in Q3, 2001 regional sales contest. Created an outdoor contest among the team that resulted in 31 off-shelf executions and 113% to goal for the second quarter of 2001. Developed a merchandising rep reorganization test for our Home Depot sales force that was implemented across the entire organization of 200+ people.

Managed Black & Decker and DEWALT portfolios for 7 stores in Atlanta region. 2000 Eagle Award Winner – awarded to top 1% of sales organization. Finished 113% to the previous year. Top sales rep in Atlanta region for 1st quarter, 3rd quarter, and 4th quarter. Maintained #1 store in region at 94% when overall store was down 30% due to market cannibalization

Drove event marketing in the retail and contractor work environment, market research, and on-the-job-site conversions to DEWALT products.