Promoted to develop the sales strategy and effort in the western united states and Canada for IPS’ entry into the hydro power market. Directed a team of 12 existing outside sales professionals to communicate strategy, develop leads, and quote projects.• Identified underserved market segments and generated hydro market strategy to maximize multi-location assets.• Motivated sales team to outperform expected hydro market growth in first year. From $3M in FY18 to $6.4M in FY19.• Expanded customer base to attain a backlog of over $15M entering FY20.• Negotiated the largest order ever for IPS. $4.3M hydro rewind project in Gatineau, QC.

Recruited to transform one of the lowest performing service centers with team of approximately (30) salaried, hourly, and union employees including (2) managers, for a 2-shift facility, with responsibility for all operations activities including: sales, manufacturing, continuous improvement, procurement/sourcing, quality, and shipping/receiving. • Full P&L responsibility for $8M - $10M Portland Service Center.• Delivered EBITDA improvements of 42% in first full FY on similar sales through process improvements and margin realization.• Achieved sales growth of 39% in second FY while boosting EBITDA by 47 basis points through focused sales efforts.• Improved job margins from ~6% to over 30% on wind generator products through work flow standardization.• Refocused safety program that reduced OSHA TRIR from 13+ to 0 in 2 years.• Negotiated 3-year contract with unions that created an official field service team.• Lobbied President/CEO for the creation of new focused hydro sale team.• Earned service center excellence award in 2016, and 2017.• Awarded Dave Cretella Award (best performing service center) in 2016.

Recruited to lead a team of (60) salaried and hourly sales, manufacturing, engineering, and finance associates with full P&L responsibility for an OEM with $20M+ in yearly revenue.• Full P&L responsibility for $10M - $25M Vancouver headquarters.• Facilitated growth from $9M in shipments in 2012 to a forecast $25M in 2014.• Succeeded in relocating manufacturing operations from 15,000 sq ft facility to 60,000 sq ft facility with minimal disruption to production.• Standardized business processes in all departments.• Explored auxiliary markets with customers to boost growth. o Supervised successful design and release of two new product families resulting in increased revenue at 2x standard business margins.• Standardized parts and procurement for cost reduction plan that grew margins by 3%.• Streamlined product base to utilize more standard parts and decrease lead time by 3 weeks.• Utilized Lean Manufacturing tools to minimize inventory levels and reduce waste in manufacturing.

Promoted to lead a team of approximately (75) salaried and hourly associates including (3) Managers, for a 3-shift facility, with responsibility for all operations activities including: manufacturing, warehouse, procurement/sourcing, quality, and shipping/receiving.• Facilitated growth from approx. $28M in shipments in 2006 to over $70M in shipments in 2011.• Implemented Lean Manufacturing transition in facility with no prior Lean Manufacturing experience. Initial improvements: reduced lead time on targeted products from 10 days to 5 days, 20% reduction in inventory.• Cost savings – successfully negotiated supply agreement with China suppliers for 65 high use parts that resulted in $2M+ in annual savings. Expanded other international supply agreement in India, Brazil, and Czech Republic.• Achieved goal of $1M cost savings/year 4 out of 5 years.

Promoted to lead the engineering team of approximately (12) salaried and hourly associates including (6) engineers, (4) drafters, and test lab personnel with responsibility for all engineering activities including: product improvements, new product development, and research & development.• Created and coordinated several new product development projects that led directly to growth of new markets and incremental revenue of $3M+ per year.• Instituted continuous project to identify duplicate parts and consolidate designs to reduce SKUs..• Restructured department which resulted in a 50% decrease in order processing time.

Led a team of (2) salaried and hourly associates including (1) engineer, and (1) drafter with responsibility for all product improvements, new product development, and research & development for ‘standard’ products.• Design and release of semi-hermetic refrigerant pump line that resulted in $1.5M incremental revenue.• Design of chopper pump line that opened up complementary markets.

Led a team of approximately (14) salaried and hourly associates for a single shift facility, with responsibility for all Production and Engineering activities including: manufacturing, purchasing, shipping/receiving, and product engineering.• Successful selection and implementation of MRP system.• Managed design team for world’s largest liquid ring vacuum pump.

Sizing and quoting of vacuum pumps, design of accompanying controls and accessories, creating and updating machine drawings, site visits for sales and troubleshooting.

Design, modification, and marketing of key components and accompanying controls for the beverage and dairy markets. Sales support and troubleshooting for regional salesmen and distributors. Key components include: plate heat exchangers, tubular heat exchangers, homogenizers, separators, decanters, and in-line standardization systems.