David D Jones Email & Phone Number

Consultant to executive management on rapidly improving financial results and building brand position of company's products.

Westport Yachts is the largest builder of Mega-Yachts in North America and 7th in the world.; RESULTS:Increased sales from $55 M to $135 M in 18 months.Reduced overhead, Establishing strong brand position with new marketing campaignDeveloping new manufacturing process to improve profitability

OMC is a $1.2B marketer and manufacturer of outboards and pleasure boats in the United States, and a leading boat manufacturer, worldwide. The brands include Johnson and Evinrude outboards, and Chris- Craft, Hydra Sports, and Four Winns boats. These brands are among the most widely recognized brands in the world. The company also markets a full line of marine parts and accessories, worldwide. OMC manufactures products for world markets in facilities located around the globe. Approximately 75 percent of OMC sales come from North America. SITUATION: 10 years of declining performance. The Company had been losing money nearly every year. A major high-risk turn around was needed.; RESULTS:Initiated new brand strategies, consolidated boat manufacturing, and increased market share in engines yielding an EBT improvement of $70M in 1998 over 1997 and was close to break-even operating earnings the first year.Reduced headcount and expenses, continued to strengthened brands, and began to consolidate the engine operations which improved EBT another $85M in 1999.Created Brand Positions for all OMC boats that eliminated all internal competition, and quickly became some of the most recognized brands in North America. This resulted in sales improving from $395M to $530M in just three years.Profitability in the Boat Group increased from a ($50M) loss to a $10M profit in three years.Corrected and achieved the highest engine performance in the industry after the major new technology required for OMC outboard engines to comply with EPA was found to have design problems. The result was a market share improved of 2% though January 2000 from September 1997.Developed Brand Positions for the engine group that became an immediate success. Dramatically simplified distribution and resulted in a major reduction of SKU's.Reduced 50% of the engine manufacturing floor space and out-sourced 40% of manufactured parts reducing fixed cost and eliminating excess capacity

a $4.3B multinational marketer and manufacturer of branded consumer products designed for outdoor and indoor active recreational participants, primarily in pleasure boating, marine engines, and fitness equipment. Mercury the largest division markets and manufactures a full line of outboard engines, sterndrives and inboard engines. The two largest boat companies in the world, Sea Ray and Bayliner, market and manufacture fiberglass pleasure and offshore fishing boats.; Mercury is a $1.4B marketer and manufacturer of outboards and stern drive products that serve the global boat building industry. Became the world's largest and most profitable marine propulsion manufacturer for pleasure craft. Worldwide, the brands of Mercury and MerCruiser are the single largest for the markets they serve. Mercury also markets a full line of marine parts and accessories. SITUATION: In 1989 the company was going to lose money for the first time. A turn around was needed.PresidentRESULTS:Developed marketing strategies in the two major product groups that increased market share from 28 to 45% in outboards and 55 to 80%+ in sterndrives.Instituted 6 sigma in all business operations to become a way of doing business before it became popular.Gained significant world position with 25% exports. Developed new products for international markets that had an objective of international becoming 35% of the company's total revenues.Led the company from sales of $850M to $1.4B becoming the world-class leader in marine propulsion.Delivered the highest financial performance in Brunswick Corporation. Top of the list in consumer durable companies. Mercury had 24 consecutive quarters of increasing earnings year over year (in a flat to down market) with ROS of 13% and ROA of 19%.

The assets of this company were purchased from Chrysler Corporation early 1985. Bayliner integrated the boats produced by its boat division with the engines produced by the newly acquired Force business to become the largest and most profitable boat company in the world. Brunswick subsequently acquired the business in late 1986. SITUATION: Originally this Chrysler Corporation Division was producing outboard engines and had been losing money for years; therefore, needing a major turn around. Major new products increased sales from $42M to $135M in four years.Market share grew from 7% to 14.2% in three years

One of the largest manufacturers and marketers of lawn and garden products and chain saws in North America. With $150M in sales, Homelite had major positions in two channels of distribution, dealer and mass merchant. The products were highly engineered, as lightweight high-performance engines were required.SITUATION: The engineering expenses were high as a percent of sales and there was no vision for future products.; RESULTS:Developed and put into production new products for Homelite and Jacobsen consumer markets.Reduced operating cost with a total reorganization of engineering to improve efficiency and reduce head count.Created and began the execution of Homelite's first three-year product plan.

The MerCruiser products included engines manufactured by General Motors being adapted to highly engineered transmission devices manufactured by the companySITUATION: Build this Division into a fast growing, profitable business.; RESULTS:Established pricing and developed marketing plans generated an increase in market share from 35% to 50% in a $175M product line/business. This business became the fastest growing, highest profit business within Brunswick.Developed product line strategies and introduced a series of new, propriety products that dramatically increased market share and increased margin.Created new forecasting methods that resulted in finished goods turning in excess of 18 times.Put into place and was responsible for a Quality Assurance function in a new $40M plant (capital cost

See Above; Held various training and leadership positions ultimately becoming a battalion commander with the rank of Lt. Colonel.

An automotive and marine engine development firm specializing in high performance products. This firm was world known as the best in these markets. The company produced these products for a very limited base of affluent consumers.SITUATION: Develop a business plan to significantly grow the marine engine business.RESULTS:Grew the marine business to be a significant part ($5M) of the total $25M business.Hired a new staff for all engineering and manufacturing.Developed a complete new product line that increased the average margin.Increased sales 8% in an industry that was down 10%.Established first international business.

1st. Lieutenant, 11th Armored CalvaryRESULTS:Supported 1st Squadron, 11th Armored Calvary Regiment as a Maintenance Contact Platoon Leader in active combat. Awarded Bronze Star and Army Commendation Medals for Meritorious action.Developed test equipment that reduced by 75% the time to return a failed M-113 Armored Assault Vehicle back into combat.Became the senior aircraft Tech Supply Officer for the Americal Division. Developed computer techniques to expedite flow of helicopter parts from USA. In 6 months, the unit performance went from last to first place in lowest time to return UH-1 gunships to combat.

RESULTS:Developed cost of 5 year or 50,000-mile warranty program for small- and medium-sized automobiles.Established design projects necessary to reduce cost for the anticipated warranty program.

Ph.D., Mechanical Engineering

Ms, Mechanical Engineering

Bs, Mechanical Engineering

Activities and Societies: Varsity Wrestler 3 Years 2nd Atlantic Conference

Education record