Recruited by former employee, and SVP of Life Cycle Services for Xylem Water Solutions, a $1.3B segment, for my commercial experience, strategic evangelism, and customer focused DNA, to develop a new business model for the Xylem and the Water industry.Key Impact:• Listened to customers, industry experts, corporate leaders, mid-level management, and technicians in the field to understand this new industry. Ingested the comments, dismissed the hearsay and naysayers, leaned on the facts, and outlined a cohesive strategy.• Refined the strategy while evangelizing across the entire company globally. Built bridges across functions and driving to unite the company around the vision and impact on customer satisfaction, and revenue growth. • Rolled up my sleeves, leveraged analytical and financial skills and build maintenance and financial models as the backbone of the new business model. Produce talking points and collateral to support the discussions with the client.

GENERAL ELECTRIC - POWER DIGITAL 2018-PresentVice President, Sales Leader – GE Power Digital• Rebuilding, restructuring, and transforming the GE Power Digital Sales Team from Software Sales Specialists to Industrial Digital Solution Experts.─ Right size the team – cost control─ Align geographically – focus on customers─ Integrate with Power Services teams – leverage available corporate resources─ Teach; technology, customer markets & business models, products, and strategiesKey Impact:• Leveraging my power industry experience to lead “Digital” cross-functional teams to re-define go-to–market strategy product fit and design.• Own the sales plan and drive the new team to exceed plan; currently tracking to 100% year over year growth.• Host C suit and senior executive level customers at industry events such as AEIC, Power Gen, Connected Conference, and others.• Lead “get well” efforts where corporate relationships are strained

Tapped by the President of GE Power Services Sales, a $27B GE Power business, to a global sales leadership role (expanded from North America and Europe). Administer a $16B+ orders plan and direct a worldwide 37-member team of Long-Term Agreement sales professionals (nine direct reports). Spearhead strategic development and implementation of innovative customer solutions while fostering positive, sustainable relationships with executive decision makers representing power generation and utility entities from IPPs such as NRG to vertically integrated utilities such as PG&E.Key Impact:• Transforming culture and strategic approach of the sales team from selling “maintenance to maintainers” to consultative selling of “investments to investors”; 2017 plan of $16B+. • Directed the development and execution of the big picture vision for a $16B business, establishing aggressive operating plans and short- and long-term sales, marketing, and product strategies to maximize ROI.• Strengthened understanding of electricity markets to identify value-based solutions/services improving customer outcomes/metrics (with a focus on EBITA) by building strong relationships with key industry customers.

Handpicked by the VP of Sales for North America in an expanded role following the consolidation of three regions into a single region encompassing three-quarters of the U.S. and all of Canada. Recruited, developed and led five Sales Directors over 70 sales professionals driving product/service sales of power generation equipment, upgrades, parts, repairs, turnkey projects, and long-term contracts. Oversaw all facets of Sales and Commercial Operations department, including a multi-billion-dollar order budget, headcount, T&E, comp/benefits, pricing, margin growth, and compliance.Key Impact:• Grew the order budget to nearly $3B for 2015, exceeding the $2B goal by almost 50% ($1B).• Integral in strengthening competitive positioning to drive market share/order growth by partnering with executive leadership to develop/implement high-impact strategic/tactical plans, processes, policies, and programs.• Built solid relationships with customers ranging from project/maintenance managers to C-suite decision-makers.• Led the team in negotiating and closing deals/transactions, drawing upon broad experience in packaging, positioning, and negotiation to facilitate closure of large deals.• Mentored, coached, developed, and motivated high-potential commercial professionals (including direct reports of peers), fostering an environment of mutual respect and shared goals to maximize revenue and growth goals.

I lead a team of fifteen Sales Professionals covering the Northeast portion of the United States. This full line team consists of Application Engineers, Single Line Product Specialists and Full Line Generalists selling all Products and Services related to power generation equipment; including turbine and generator upgrades, parts, services, and repairs; turnkey overhaul projects; and long term power by the hour contracts. Our sales plan exceeds $500 million. Leading this team I drove a culture change, changing the group from reactive engineers selling maintenance to maintainers to a team of proactive customer outcome focused engineers selling investments to investors.

Selected by the General Manager of Repair Solutions to direct an underperforming, contracting, $150M business losing share with escalating costs and a diminishing ROTC. Provided leadership direction for 30 personnel/three teams charged with purchasing, refurbishing, and selling/exchanging the full range of power generation and distribution equipment. Oversaw a P&L that grew net income from $40M to $120M within three years. Key Impact:• Leveraged leadership strengths, sales/commercial skills, technical experience, and process rigor to develop and execute a business turnaround plan, achieving significant profitability and top line growth.• Realized a 50% improvement in net YoY income within one year, attaining 98% growth, 185% gross margin growth, 4% base cost decrease, and 10% inventory reduction while concurrently improving free cash flow.• Led the 2006 migration from a legacy MIS system to a $1.2M Oracle ERP system spanning three U.S. and one international facilities with 100% integrity and subsequently passed Sarbanes-Oxley audit.

Hand selected by the Power Services Quality Leader to lead the continuous improvement and quality effort for the Repairs Commercial team, overseeing six direct reports. Introduced a quoting tool providing in-depth win/loss data analytics and improving sales team efficiency, quote standardization, price normalization, and business margins. Key Impact:• Led the implementation of a repair service digital quoting tool significantly improving productivity (reduced quote generation time from six hours to 15 minutes) and revenue margins (better pricing yielding 2% profitability).• Growth versions included connection/digital hand-offs to the opportunity tracking system, operations job management systems, and network productivity; tool currently provides a platform for sales force compensation.

I managed all aspects of commercial risk, set internal & external prices for repair sales globally, and drove process compliance. Staffed, trained, and led a geographically dispersed international team of repair sales professionals past a target of $250MM per year: representing a 32% V in year over year orders. I mentored employees through transactional bidding opportunities: teaching value selling, negotiation, strategy, & customer service, transforming the deals and relationships from tactical to strategic. In one example I transformed a $3.2MM bid into a short term repair agreement worth > $18.5MM in sales. This deal & transformation scenario was packaged and taught across GE Energy at employee development seminars. In another example I recognized & seized an opportunity to develop, design, & implement a compressor blade mod. & exchange program. This program led to > $17MM in incremental sales, while saving customers >$3.5MM in lost revenue.