• Responsible for redefining service processes to improve efficiency and profitability• Transitioned the Service organization from simple labor billing to VMRS repair group billing in an effort to provide the customer consistent job quoting and repair experience

• Reported directly to the President of the company and hold overall responsibility for company-wide process and efficiency improvements across all functions of the business• Led implementation of Accounts Payable / Parts Dept / Finance process improvements that reduced inventory write off exposure from 8% of net income to 0.05% of net income• Drove the implementation of an automated PO process with an annualized savings of over $100K• Coach/mentor employees to determine best candidates for Six Sigma green belts and black belts

• Overall responsibility for over 200 service, parts, sales and administrative employees• Worked with Director of HR to understand key drivers of attrition and develop strategy to improve retention at all levels within the service organization • Accountable for an annual budget that represented 25% of top line and 42% of profit• Consistent 7% aftermarket revenue growth year-over-year throughout tenure • Implemented a 7-step process that resulted in a 6-point improvement in customer satisfaction• Reduced OSHA recordable incidents from 4.3 to 1.25 from 2011 to 2015• Actively involved building relationships with key customers to enable parts, service and unit sales• Managed 10 direct reports including 3 District Managers, 3 Branch Managers, a Health Safety Environmental Manager, Training Manager, Warranty Manager and a Six Sigma Blackbelt; responsible for all hiring, terminating, performance evaluation, and team-building activities • Collaborated cross-functionally with senior leaders to develop an agile roadmap to improve customer support in remote locations with minimal initial investment. • Developed 3 year and 7 year facility plan to support long term growth initiatives• Back-to-back award winner of the company's North American Customer Satisfaction Award• Drove 5% increase in technician utilization and 4% increase in technician efficiency• Improved gross margin 7% during tenure

• Successfully planned the launch and conducted Six Sigma training across the enterprise within 8 months • Implemented a new vehicle GPS reporting system for the mobile service fleet that delivered ROI within 21 months• Completed 5 DMAIC Black Belt Six Sigma projects and multiple Lean projects from 2007 to 2011• Introduced a new Safety / Efficiency process known as 5S (sort, set in order, shine, standardize, sustain) to eliminate waste• Overall 4% EBT improvement through continuous improvement and operational excellence• Managed 6 to 8 Six Sigma Green Belts depending on project workload• Led direct and indirect supply chain projects resulting in a 5% reduction in supply chain spend

• Focused on technical and marketing relationship with key accounts in assigned region• Conducted technical training and presentations explaining product updates and new product launch• Assisted with key account negotiations to establish the product as first choice in OEM chassis• Negotiated repair settlements with end users and applied customer goodwill, as required• Co-Led 20% market penetration improvement with a key account• Conducted technical failure analysis to determine root cause of engine or component failure