Edward Walles Email & Phone Number

Helping You Achieve Sustainable And Profitable Growth

Sales, Product Management and Marketing Specialist - Sales, product management and marketing training and development - Strategic and tactical plans- Customer identification, targeting and action plans - Sales force priortitized action plans and relationship building - Dealer and distributor development- Division sale and integration, inventory valuation

 Directed all functions of the Cooling Division and grew Cooling Division 225% despite recession that affected the trucking industry Participated as integral part of the M&A team by authoring a 39 page position paper on the Cooling Division and by presenting and explaining the Division to the M&A candidates Led exit from the market on non-core product line while maximizing value of assets and goodwill to provide for superior cash at time of exit. Accomplished this while minimizing the use of assets.

 Upgraded Sales and Marketing Teams in four divisions. These upgrades led to growth in revenue of 36% in three divisions from 2004 through 2008 and 225% in the fourth division. Retention rate of 100% in the Inside Sales Group.

 Key member of the cross-functional Senior Staff. All planning and decisions came from this council. Formed a Marketing group to provide future vision and targets, as well as assess current position in market. Upgraded and trained Sales and Marketing groups.  Led the team that grew market share 4% in key long-term markets within a recession-challenged industry (Off-Highway mobile equipment). Championed and led the introduction of successful new technologies (electro-hydraulic braking, caliper disc brakes for small vehicles, new version electronically controlled supplemental parking brake) within MICO. These new products transitioned many of the older technology products that MICO and others provided to allow MICO to stay preferred on most of the OEM Off-Highway Customer base. Keeping these OEM platforms and adding to them increased market share an estimated 6%.  Co-Directed initial examination of Sligo, Ireland, as a European Manufacturing Base. Contacts, discussions, costs and benefits were put together by examining options and getting quotations from Irish Government officials, industrial park groups, schools and other various sources. Ultimately, MICO postponed the European expansion until sales volume grew in Europe.  Strategic Planning, Engineering Coordination, Product Management, Outside Sales, Customer Service, Marketing Services, Pricing Strategy, Channel Management, Product Placement, Strategic Alliances, Forecasting, and Budgeting.

 Responsible for product life cycle, profitability, competitive positioning, new product development, and promotion of fixed displacement hydraulic pumps and motors on a global basis. Chartered and directed a cross functional team to revitalize a stalled product line and increase profit (11% increase) by relocating production to global area that had growing need for product, developing new methods to produce product, and finding different sources for material. Maintained current customers and increased volume 15% in first two years.  Addressed market need by developing totally new product line rationalization. Program that started very unprofitably with $1MM in sales was on target to yield positive net margins of $3.4MM on a $24MM product line.  Led successful product matrix management team (Marketing, Engineering, Manufacturing, Sales) at Vickers. Achieved product launch in record time (one year) while focusing on cost reduction (8%), design for manufacturability, and quality improvement (.04% defects per year). Set example for others to follow.

 Recruited to reverse negative sales and margin, upgrade international sales force, and start independent distribution network of this $55MM privately held clutch and driveline manufacturer $10MM annual sales increase in volume in two and one half years (18%) Through training and selective replacement, increased sales, technical skill level, and territory management capability of sales group.  Set up distributor network (25 companies) where there had been only one. Caused distributor-oriented catalogs to be published as sales aids to new distributors. Produced positive profits through a combination of selected price increases and customer balance. This was a 25% swing from -11% to a positive 14% profit margin.

 Marketed steering and transmission products and service sales in North America. Started re-manufacturing facility and sales for all non ZF product Successfully offset declining volumes from out of warranty OEM service business by selling new business Reduced dependency on one customer from 95% to 53% Developed a stable and growing base for products Developed OEM channel for non-ZF remanufactured units Designed, hired, trained, and supervised new sales force and marketing and customer service groups

District Sales Manager, Product Manager, Senior Product Manager of this $250MM division of the multinational International Fortune 500 company - TRW, Inc.

Bs, Management

Education record