Lead the Accessories Group consisting of Glass Solutions, Pemko, Markar, McKinney and Rockwood product lines across four facilities.

Full P&L responsibility for Rockwood products, a highly profitable segment of ASSA ABLOY's America division. This includes leading the overall strategy and execution for all functional areas including; operations, supply chain, engineering, product management, finance, sales, IT, HR, customer service, and OEM sales in a matrixed environment.Impact: Organic growth rate double the North American average while greatly expanding EBITDA.

Promoted to lead $160M Lowe’s & RONA businesses by establishing a business team and managing the P&L. Managed relationship and profitability of Lowe’s business via line reviews, presentations, analysis, collaboration, and negotiations. Directed account team of 3-4 with responsibility for ~25 field sales associates across North AmericaImpact: Stabilized core business during first 6 months by improving fill rates and customer service. Grew business through PLR and mix enhancements that expanded EBITDA by 20% in first full year and gained $10M net sales.

Infused category management into an organization built from acquisitions that composed of regional sales and manufacturing teams. Created strategic plans and product road maps, which focused on building, maintaining, and promoting key strategic product advantages. Built and led a cross-functional team spread across four-plus geographies to focus on New Product Development (NPD), cost reductions, quality and performance improvements.Impact: Developed and launched 40 new products with over 12 patents with a remarkable track record of being on time and budget. Gained 800bps in market share in steel doors, capped with a $40M retail win in fiberglass doors. Generated a gross margin increase of 500bps from 2009 to 2011. Awarded Consumer Digest’s Best Buys for new AvantGuard platform and steel doors.

Directed staff of up to five and led two cross-functional teams in setting and implementing strategy for two business units that sold primarily through Wal-Mart, Target, The Home Depot, Lowe’s and Menard’s which had declined 15.6% in the previous year.Impact: Balanced short-term customer needs for new products while developing new platforms leading to the penetration of four major accounts. Increased net sales by 22.6% and operating income by 440 bps.

Promoted to director of the subsequent $335,000,000 business following reorganization. Managed, upgraded, and trained staff of three through promotions and new hires. Key deliverable was to accelerate new product development with minimal capital available. Impact: Delivered $14,300,000 in new sales at 16% above gross-margin average. Increased new product-launch rate from .1% to 4.6%. Member of cross-functional team, reducing new product development cycle by 30%.

Managed the restructuring of a $500,000,000 business segment with poor profitability. Created SKU-specific, P&L analysis by customer to determine items to eliminate, increase price on, and forgo, using combination of multiple data resources and marketing principles. Worked closely with sales leaders to change the pricing structure and segment the products which enabled price pass-through to consumer. Impact: Improved gross margin by 930bps and $25,000,000 after a record raw material inflation of $18,000,000. Reduced SKU’s by 60% and color palette by 80%.

Served as future global leader in $1,100,000,000 multi-brand, multi-channel segment in need of growth for branded portion of business and profitability. Coordinated 26 tire brands and over 4,000 SKUs across customer base of independent dealers, distributors, large buying groups, and mass retailers. Evaluated new tire styles and sizes added into product lines to increase share. Impact: Performed data analysis and strategy development to convince management to increase marketing spend, add new sizes, and enhance inventory levels. Earned rating as number-one future global leader and marketing professional in peer group

Acted as internal consultant for upper management in multiple global projects. Identified rising medical cost and future projections of company and key competitors. Recognized emergence of commercial tires imported from China. Modeled facility expansion contraction scenarios and gauged cost-position impact. Analyzed future of JV in emergency.

Created Excel-based mathematical model of factory, analyzing and optimizing labor use. Led plant SAP implementation and experimental tire warehouse relocation. Eliminated 33% of labor cost to save $12,000,000 annually. Produced record conversion time on plant SAP integration.