Executive Leader and President of the Magnetics Division of Spang & Company,

Elevated to Vice President and member of the company’s Board of Directors. My role expanded to include development and execution of organizational strategy while leading two departmental managers and a global team of 12.• Being known for finding solutions to complex problems, I was asked by our President to 'fix India' or exit the region. I built and led a cross-functional and international team to pinpoint three Operational strategies that resulted in revenue surging by 400% in three years.• Successfully negotiated WIN-WIN contracts with two key suppliers resulting in $1M+ cost savings by collaborating with internal and external executive stakeholders and influencing all involved parties.• Fostered a cultural transformation and slashed voluntary turnover by 50% by facilitating the development of aspirational company values and seamlessly integrating them into our hiring and performance review procedures.• With a firm focus on developing and mentoring people, I implement my Engage, Mentor, and Grow methodology to repeatedly exceed performance expectations resulting in two of my mentees achieving VP of Engineering and Manufacturing Plant Manager roles.• Forged a partnership with a global engineering company to integrate a flexible workforce into our process and introduced an internship program addressing fluctuating project demands and creating a talent pool for future company growth.

As Director of Engineering, I owned product design, manufacturing engineering and field service/application support engineering.• Upon taking ownership of an underperforming team of 8 engineers, I implemented clear career progression paths and role clarity while strengthening all aspects of team dynamics and right-sizing the team by 2 engineers.• This new high performing engineering team was the foundation of a companywide transformation, resulting in the creation of cross-functional market segment teams, which delivered a 10% YOY revenue growth.• Achieved a dramatic improvement in First Pass Yield (FPY), raising it from 86% to 95%+, by directing a cross-functional team in conducting a Pareto analysis to identify failure modes, developing standardized work templates, and correcting 30% of manufacturing documents.

As NBD and NPD Manager for Firetrace, I operated in both the marketing and the business development realms while being tasked with developing the tools to drive double digit sales growth in a mature market segment. • By employing an innovative problem-solving strategy, I led a multidisciplinary team to take market share from our largest competitors. This culminated in securing the largest order of 2018 and YoY revenue increase of 20%.

Led HOA Board through three budgeting cycles, negotiated cost reductions of more than 10% on the top three vendors and successfully completed two large construction projects on time and under budget.

Promoted to Engineering Manager of the Consumer Products Division with revenue of $80M, leading a 11-member team, to boost profits and expand our product offerings in major retail stores like Home Depot, Lowes, and Menards.• Directed cost reduction initiatives that delivered annualized savings of $12M+. These multifaceted efforts encompassed product redesign, workflow process optimization, improvements in productivity, and labor performance across a global manufacturing footprint.• Mentored team members to overcome significant product design challenges that resulted in successful product placement in Home Depot stores. The initial order not only covered development costs but also earned an impressive 4+ star customer satisfaction rating on the Home Depot website.

In this role, my responsibilities included driving high-risk projects and implementing new technologies into the product portfolio. I led a team of 10, which included mechanical, electrical, and firmware engineering disciplines. • Successfully led a cross-functional product development team of 16 through a Kano analysis and created a highly differentiated product that secured 25% market share within the first year and created 10 patents.• Developed and implemented an aggressive cost-reduction program to save low margin products from being dropped. Reduced annual COGS by 5% for two consecutive years, ensuring the products remained profitable.

Promoted to lead both Engineering and R&D departments for the Partek/Veriflo Division. The focus was on new product development and process improvement.• Developed and owned the Engineering strategic vision including Lean Manufacturing and Product Development Processes.• Consolidated design platforms to reduce costs, decrease WIP and improve quality of affected product lines.• Eliminated paper-based document control system and replaced with an electronic system – resulted in $500K in savings due to revision control errors. • Led Kaizen event on highest volume product line which resulted in 50% reduction in WIP, 20% error reduction and JIT style delivery system.• Implemented Stage Gate product development process and ISO9001: 2000 protocols.

Promoted to execute the business plan, developed as a Product Manager, to capture business in a new market.• Hired development team, worked with industry leaders to finalize product requirements, led product design effort and sold the first products.• Released product in less than 12 months and increase margins 15% points above the average product margin.

Promoted to role of first Product Manager for a newly acquired division.• Increase sales at target accounts by 200% through strategic relationship building and new product development.• Developed training program that resulted in 500% increase in sales calls and mindshare of sales force.• Led crisis management at key international accounts in Germany to correct quality issues and to smooth customer relations.• Developed business plan and financial analysis to capture business in new industry –led to the development of a new R&D Group to execute the plan.

• Increased sales 40% over market growth by taking share from competitors. • Converted two large OEMs that refused to do business with company by providing outstanding customer service and a compelling value proposition. • Secured single largest new construction project of 1996 – multi-million dollar win at Argonne National Labs. This project was highlighted in the Parker Hannifin annual report. • Led lowest-performing distributor to achieve 100% sales growth and maintained market-share gain throughout my tenure in this role.• Earned Territory Manager of the Year award for the new construction sales category in 1995.