Jeffrey Larson Email & Phone Number

Develop and implement a new go-to-market strategy to better serve existing and new customers. Products covered include PCD mining and construction tools.

Completed projects for both off-shore and domestic manufacturers, investment banking, and financial analysts. Scope of projects included M&A research, macro and micro market condition reporting,market and product definitions, strategic and tactical development plans, product cost and revenue projections, and sales channel strategies. Prior clients include.

Suwanee, GA

Create and manage a strategy to improve Doosan Heavy Equipment's market penetration and share in North America. Includes the development and implementation of financial analytical tools to both improve the operations of existing dealers and identify potential candidates for expansion. A core responsibility of the role is to identify prospects through M&A.

Latrobe

Manage all sales and operational aspects of the $400M Earth Cutting business unit which encompasses the following industries: Underground Mining, Surface Mining, Road Construction and Maintenance, Foundation Drilling, Trenching, Agriculture, Forestry, and Recycling.

Developed and implemented plan to establish sales channel through Construction Equipment OEM and select Dealer Networks for start-up OTR accessory manufacturer.

Developed and implemented operational and marketing plan to focus on new lucrative opportunities and away from shrinking and stagnant traditional markets.

Manage all North and South American operational and sales activities for an international construction equipment attachment manufacturer. Major clients included Caterpillar, Volvo, CNH, and Esco.

Senior North American sales executive for tier one multinational drive line manufacturer. Established and maintained higher echelon relationships with primary customers - Caterpillar, John Deere, CNH, Komatsu, JLG, NACCO - Hyster, Navistar, Terex, and others.

Key member of executive team that led turn-around of forestry equipment manufacturer. Specific efforts included - Overhaul of existing product line and introduction of new products: VOC driven changes to sales, parts, product support, and product development/engineering: Vastly improved web presence and advertising efforts.

Held various positions in sales, product development, and product support culminating in appointment to divisional General Manager.

Oversaw all operations for high volume automotive and OTR tire and service facility. Responsible for all aspects of $8M operating P&L. Recruited and trained more than 50 sales and service personnel for new facility.

Participated initially in formal Caterpillar management training program. Later assignments centered around product support activities including work on TM&R program and ProMatch competitive parts program.