Direct report to the CEO and COO. Accountable for Tomlinson’s profitability in leading engineering, compliance, sales and overall operations. Successfully delivered completion of the company’s move from US based production to offshore suppliers. Eliminated a significant open orders backlog and executed pricing strategies in leading the company out of the pandemic. Led the team's continuous improving processes to include adopting Tecsys' iTopia ERP system. Achieved significant improvements in A/R aging and completed the shift of domestic suppliers to off-shore "turn key" suppliers.

Provide dynamic leadership within an innovative, fast growing company in the automotive services industry. Develops and delivers differentiated and relevant services through a consistent, effective and decidedly Simple process. Drives digitial and traditional operational and technical solutions that create "win-win" outcomes for consumers and the company's aligned suppliers and professional installers. Ultimately focused on ensuring best in class end-to-end service that delights our customers.

Appointed to this newly created position and served as a direct report to CEO/COO, and a member of the Executive Leadership Team. Led teams to the betterment of the organization and drove improvements across these areas on a cross functional basis that held warranty rates constant in the face of continued sales growth.• Executed vision to improve supplier quality through enhanced focus on root cause analysis, documentation and vendor accountability programs. • Employed programs that let to exceeding annual recovery budgets and partnered with suppliers on improvement programs to mitigate recurrence of issues. Was primary negotiator for recovery agreements.• Developed consolidated supply agreements to unify offshore sourcing with geographically dispersed SBU’s. Included the establishment of a supplier funded MTD product liability insurance program to ensure recoveries against Asian supplier product liability events. Led negotiations to settle long standing open product liability receivables.• Improved connection to the accounting and warranty processing teams that led to significant improvements.• Led efforts in Product Quality & Continuous Improvement to increase use of metrics and “Telling the story” to lead change and awareness. Supported the Post Sales Support team to increase fill rates significantly to offshore SBU’s to ~95%.• Re-established product/operations quality functions as a proactive continuous improvement teams, and away from just fixing issues. Enhanced success through cross functional product improvement programs. • Developed field rework and recall processes to capture quality issues quickly, quarantine them and put a fix in place. Completed overhaul of atrophied “Track & Trace” system to allow quick location of affected product. Also led to improved supplier recoveries and savings in MTD's FTZ's.• Ensured ongoing ISO 9001:2015 certification and reinforced CI effort across corporate offices with “Boot camps” and direct support.

Selected for this new role that expanded responsibility beyond independent dealers to include Farm Stores and Tractor Supply Company (“TSC”). A direct report to the President / COO. Led this Cub Cadet consolidating SBU with accountability for a P&L and exceeded annual sales and margins.• Developed processes and programs that rebounded the dealer group while reversing a negative trend subsequently improving margins significantly. • Improved early season Dealer fill rates to ~95% while decreasing lost sales.• Differentiated the NX-15 rider program to establish channel harmony. Cross channel retail programs enabled the Cub Cadet rider to become the fastest growing rider platform in North America. Focus on the customer and quality improvements were key drivers.• Earned “Vendor of the Year” in 2014.• Initiated, directed, negotiated and launched a line of sourced, kitted utility vehicles under the Cub Cadet brand name. resulting in one of the fastest growing utility vehicle lines in North America.• Developed a sourced line of pressure washers that earned a “Top Buy” from a well-known consumer magazine.• Developed new procedures for centralizing product returns from terminated dealers and an on-line marketplace to re-sale these goods effectively. • Renegotiated retail finance and floor plan agreements in support of future growth. Lowered annual costs significantly. • Skillfully negotiated MTD out of financial exposure when its partner in joint branded compact tractor business severed ties.• Restructured sales team to focus on high value dealer relationships. Implemented a year over year dealer sales tracking tool and a "Value Stack" program to highlight MTD's value add sales programs.

Appointed to the newly created leadership role and served as a direct report to the President. Tasked to improve costss associated with substantial annual engine purchases as well as to develop and execute a strategy to de-leverage MTD from its branded engine suppliers. Achievement of goal included development of a portfolio of alternative engine options.• In conjunction with the EVP Power Systems skillfully developed relationship with offshore engine supplier to replace purchases from a failing US manufacturer and to established competitive balance with US brand name engine manufacturers. In so doing reduced overall engine procurement costs. • Spearheaded the establishment of and sell in of cubic centimeters as a way of marketing outdoor power equipment as opposed to using horsepower. • Assumed and successfully led the improved performance of licensing agreements. • Re-established a supplier accountability function that had been abandoned by supply chain, leading to significant annual recoveries.• Led MTD’s EPA mandated Non Road Compliance Group. Actively directed cross functional team to keep MTD in compliance with government regulations. • In addition to regular duties, was selected to assume leadership of Logistics for an interim period. Re-negotiated warehouse facility agreements during the 2009 downturn, returning substantial savings annually.

A direct report of the SVP of Product Line Management. Was responsible for global growth and profitability for MTD's lawn mower and snowthrower product lines. Responsibilities included managing capital and operating budgets, leading product development efforts as well as marketing and engineering development teams.

As direct report of the CFO developed the responsibilities for sales program development, implementation and mangement. Developed and manged P&L process, contract creation and administration processes. Led negotiations regarding marketing support with engine suppliers. Ultimately, a driver of the company's profitable growth.

Reporting to the VP of Sales, was responsible for direct sales to national and regional accounts as well as through manufacturers representative firms.

I am a high performing, hands-on leader with successful record of introducing visionary strategies and executing plans to deliver operational objectives. Seeking a new leadership opportunity. Please contact me via LinkedIn or at Outcalt4081@gmail.com

Regional sales position focused on Ohio, Kentucky and Indiana. Represented MTD, Agri-Fab and Arnold.

Following completion of Bank One's high profile cross functional Executive Development Program started and managed the Cincinnati bank's Business Banking Group. Responsibilities included sales, underwriting and marketing the bank's commercial product lines to small to medium sized businesses. Prior to the Cincinnati assignment completed rotations in asset based lending, marketing and credit card operations.

Successfully completed tours as Platoon Commander and Executive Officer with the 3rd Assault Amphibian Battalion. Awarded the Navy Achievement Medal for "Professional achievement in the superior performance of duty". Completed active duty as 1st Lieutenant, promoted to Captain while supporting the Marine Corps Reserves during graduate school.