Responsible for global commercial activities for SinterCast , a supplier of process control technology for the production of Compacted Graphite Iron.Website: www.sintercast.com

Rexnord Industries has businesses in power transmission and water technologies. Rexnord Industries has approximate revenue of $1.7b and is owned by Apollo Management, a private equity concern. The power transmission business group is composed of divisions for gearbox manufacturing, couplings, bearings, and conveyance equipment. Rexnord utilizes the Rexnord Business System management system which is derived from the Toyota Business System.Identification of global wind market opportunities in relation to existing and new products for Rexnord. Currently leading engineering, marketing, and global sales for new product development of RexWind Coupling product. Action plan leader for start-up of manufacturing cell in China. Initiated market studies and development of strategic plan for wind energy market resulting in revenue goals of $30M within 5 years. Position reports to VP/GM.

Promoted to Director of Marketing position at the Coupling Business Unit ($157M revenue) to lead product marketing, OEM commercial team, distribution strategy, and customer care. Direct reports include 3 product managers, OEM commercial director, Business Systems Director, and 3 customer care managers. Position reports to VP/GM.Key Account Management Program: Established alignment with Rexnord commercial organization and business unit OEM team for key account management of multi-site and global OEM customers. Developed roles, objectives, and targeted action plans to drive share gain.Distribution Channel Management: Aligned business unit strategies with major distribution partners. Developed blanket order programs for production level loading. Led major initiative into 4 key end users in the petrochemical market for share gain program. Developed partnership contract template for medium sized IDs for share gain resulting in $1M growth in Q1.Customer Care Re-organization: Organized business unit Customer Care with major product lines to create a cohesive, fully engaged organization with centers of distinct capabilities. Segmented key OEM customers for Level 2 business unit support. Utilized business unit customer care as a selling tool for the key account management program.New Product Development: Leading the commercial development of new coupling product in the wind energy vertical market. Initiated market study, aligned technology capabilities with market needs, and created initial marketing plan for major customer targets. Utilizing the Stage Gate new product development process.

Recruited to assist in the transformation of Rexnord's Coupling Division from a US centric manufacturer into a global growth leader. Three product manager positions reported into the Director of Product Marketing. Position reported to the VP/GM of Coupling Division. Fiscal year 2009 showed revenue growth from $147M to $157M.Margin Management: Initiated global price increase to offset increasing raw material costs. Eliminated all negative margins on standard products and developed review process for accurate quoting on special products to insure acceptable margins. Gross profit margins increased from 45% to 49% within 6 month time frame.Global Organization: Recruited Director of Marketing for China to lead commercial efforts in Asia. Recruited 2 product managers to strengthen marketing team for global product management initiatives.Operational Planning: Developed standard work process for accurate demand forecast for 3 NA plant locations. Aligned the standard work with Sales, Inventory, and Operational Planning (SIOP) process - results include inventory reductions of 15% below budget targets.Strategic Planning: Led the strategic planning process for the division to identify key global growth opportunities and stretch financial metrics.

Started consulting business specializing in business development, market research, and project management. Primary clients were Ashland Inc. and Wolverine Bronze. Primary project was the development of aluminum cylinder heads and blocks for General Motors in a new, state of the art research facility.Project Management: Led Ashland's Casting Services team to fulfill a $1M service contract to develop prototype casting technology for implementation of major expansion at GM facility in 2009.Market Development: Initiated business development opportunities for alliance concentrating on compacted graphite iron for diesel engine applications.

$400 million global industrial manufacturer of bearing components, plastic injection products, and precision machining metal parts. Publicly traded company.; Assumed newly created position to lead all global sales and marketing efforts for a manufacturer of metal bearing components, plastics and rubber components, and precision machining products. All global commercial positions reported through this position including the VP of Sales for the Bearing Components platform and the VP of Sales for the Precision Metals Components Platform. Started initiatives to transform the company from a manufacturing driven entity to a market focused organization. VP - Global Marketing was an executive officer of the company position that reported to the Chief Executive Officer.Acquisition Strategy: Developed acquisition pipeline process to assess targets through marketing due diligence. Determined strategic fit for targets in conjunction with retained investment bank. Assisted in due diligence of major acquisition ($80M revenue) for the precision metal components platform to grow company from $320M to $400M.Strategic Planning: Led the marketing portion of the strategic planning process to define 3 year growth goals consisting of creation of two business platforms. Major acquisition pipeline process created to focus growth into precision machining for diversification away from traditional bearing business.Sales Organization: Changed sales compensation plans to reflect incentive based pay versus straight salary. Created global key account teams to leverage resources for alignment with global customers. Introduced customer relationship management software for global organization communication, customer approach, and sales opportunity accountability.Pricing: Created strategic pricing filters across all business units for margin enhancement and quoting disciplines for acceptable minimum margins.

Recruited to lead global marketing of binder systems product lines, which accounted for 85% of all sales of global business unit. Responsible for marketing of binder systems for all wholly owned global operations. Total of 8 professional direct employees located in Europe, Asia, and the Americas. Led effort to convert product based marketing and selling into solutions based operation.Global Marketing Organization: Organized global marketing into 3 key regions - Asia, Americas, Europe. Developed and revitalized global marketing/communication results covering branding strategies, advertisements, trade-shows, and marketing expenditures - one common global message. Introduced new trademarks and sub-branding strategies to revitalize established product technologyNew Product Development: Ledthe process implementation of the marketing/R&D interface through market driven approaches for the research process by utilizing Design for Six Sigma. DFSS Black Belt leader (non-certified) and member of DFSS Black Belt Council to determine corporate Six Sigma policies.Responsible Care: Chairman of President's Responsible Care Steering Committee, which sets corporate policies and processes in relation to RC14001 standards.Solution Selling: Implemented marketing of solutions based selling approach to revitalize established product technology. Utilized Profit Specialist selling approach.Strategic Planning: Developed a unique method of driving strategic themes and goals throughout the organization through global growth and strategic initiatives. Implemented tactical plans for each strategic initiative to monitor and update status of overall strategic plan.Financial Metrics: Global margin management resulted in 3 straight years of record margins and revenue. Gross profit margin driven from 29% to 36% over 3 year period. Revenue growth of > 5% CAGR during 3 year period.

Expatriate assignment located in Monterrey, Mexico. Complete P&L responsibility with direct reports; Guided business through difficult business situation in 2001 and 2002 to record year in 2003 - from $10M to $14M.Captured key target accounts and regained market share with a technology and service approach through the creation of account management programs.Successfully formed partnership with other corporate business units in Mexico to reduce warehouse and administration expenses - 50% reduction in fixed overhead costs.

Motor Castings Company is a gray and ductile iron foundry specializing in cylinder blocks and heads.