Jonathan Weiner Email & Phone Number

As a leading international supplier of industrial pumps and mixers, Canadian-based Hayward Gordon is perfectly positioned to meet the challenges and demanding needs of an expanding global market, serving many of the largest and most innovative projects worldwide. We can solve your process requirements with our extensive expertise obtained from six decades of experience in the design, engineering and manufacturing for some of the toughest pumping and mixing applications in the mining, environmental, oil and gas and chemical industries. Our peristaltic pumps and solid handling pumps are ideally suited to difficult pumping applications where others fail.Our recent acquisitions of Sharpe Mixers and Scott Turbon Mixers offers the industry the most comprehensive mixing portfolio across the chemical, mining, food & beverage, environmental, pulp & paper, pharmaceutical, cosmetic and personal care industries.Scott Turbon based in Adelanto, California, manufacture high shear mixers and mills, custom made and designed to blend, disperse, de-agglomerate, hydrate, emulsify and homogenize products for salad dressing and sauce manufacturing, beverage manufacturing and ultra-sanitary applications.Sharpe Mixers, based in Seattle Washington has been manufacturing mixers for over 60 years for the pulp & paper, chemical, pharmaceutical and sanitary markets. Sharpe offers a wide design flexibility to meet particular requirements of each application and customer.

Founding member of an industrial consulting firm focused on assisting small and middle-market corporate clients with adapting to evolving market conditions. Depending on the client, we collaborate with, or serve as members of the Executive Leadership team in order to identify and implement the best solutions to complex issues. Assessing sale & distribution models, identifying new opportunities for growth, and gaining buy-in from management teams are keys to increasing revenues and improving margins. Together, we implement change management and put strategies into action. Recent Projects - • Served as the acting CEO of the US subsidiary of China’s largest filter manufacturer. Developed the US and Rest-of-Asia sales strategy, authored marketing and business plans, developed long-range projections, created financial statements and provided recommendations for new corporate structures. Actively recruiting and establishing North American route-to-market partners.• For 9 months, served as temporary COO for consumer goods manufacturer seeking potential sale to Private Equity. Implemented their new ERP system, established new manufacturing facility, identified and prequalified new sourcing partners and developed marketing materials to assist with sale.

Millburn, Nj, Us

Located in Millburn, New Jersey, Kason is a leader in the design, manufacture and sales of vibratory screeners, rotary sifters, and fluid bed dryers used in powder and bulk solids applications.Led strategic planning to accelerate top line growth. Developed a detailed 5-year strategy to double organic sales by building a stand alone aftermarket sales organization, investing in the promotion of Kason’s process equipment capabilities and upgrading routes-to-market across all geographies. Increased process equipment sales by 3 fold in 3 years, and nearly doubled North American aftermarket screen sales. Developed a robust acquisition pipeline by created a disciplined, structured approach to establishing partnerships and acquisitions, completing negotiations on the purchase of Kek-Gardner Ltd., and the integration between both companies and the re-launch of a new, combined product portfolio. Restructured Operations & Supply Chain by upgrading Kason’s ERP/CRM systems and restructuring Operations, Kason saw a 2-turn improvement in inventory utilization, a reduction in dead inventory creation and over $500k in sourcing savings.

Port Washington, New York, Us

Held dual US-based roles of Global Commercial Leader and President of Pall Industrial - The Americas. Established global commercial goals and strategies. Managed country presidents and senior-level leaders. Consistently generated and sustained revenue growth and profitability. Led back office business realignment and consolidation, new ERP rollout, and acquisitions in developing regions. Managed $75M budget and 500 staff. Led successful reorganization and consolidation of customer service operations that reduced order entry manpower by 20% while improving order and inquiry response times.• Lean reorganizations increase top and bottom lines for The Americas. Corporate restructuring created distinct/unconnected customer service/back office operations. Focused Lean Six-Sigma strategies on sales, sales support and order processing. Instituted global uniform KPI's. Increased revenues 7% and margins 17%. • Launched global pricing strategy increasing profits by $5M in the first year. Lack of pricing policies and oversight led to decline in profits. Formalized pricing process and increased prices. Conducted reviews of all low margin sales. Increased pricing 3%. Reduced low margin sales 25%. Led global roll-out of new pricing program. • Spearheaded acquisition and integration of largest Brazilian distributor. Company wanted to increase presence in Latin America. Led acquisition of major Brazilian distributor. Managed integration of existing sales/engineering resources. Increased Latin America revenues 85% and significantly improved profits.

Port Washington, New York, Us

Centralized operations and unified silo operations across Asia. Transitioned operations to market-based business versus country-based culture. Managed all industrial operations including sales, distribution, operations, supply chain and administration. Leadership encompassed 13 countries including: Japan, China, Taiwan, Singapore, Australia and India, with 1,500+ employees. Held concurrent roles as President, Pall Industrial-Asia and President, Global - MEG Division.Developed and led implementation of global business expansion plan that expanded Pall Industrial from nine countries in 2004 to 13 countries in 2011, including Indonesia, Philippines, Taiwan and India. Managed and directed Pall’s investments across China and India. Led staff and infrastructure planning initiatives for developing regions. Created and implemented centralized SOPs across Asia that eradicated silo management, improved operational excellence and provided framework for governance and effective risk management issues.

Port Washington, New York, Us

President, Global – Microelectronics Division (annual sales: $300M) (2009-2011) President, Asia – Microelectronics Divisio (annual sales: $200M) (2004-2009)As President of MEG (Global/Asia), directed all sales and marketing activities. Optimized growth and margins through promotion of broad portfolio of products. Developed financial forecasts. Managed R&D leadership teams to drive product and process development activities. Set strategy and directed all MEG sales and marketing group’s worldwide (150 people).Led business through economic downturn in 2008, optimizing profits via cost and headcount controls. Increased Asia sales from $124M to $210M+ from 2004 to 2008 by reorganizing the sales and marketing team from country structure to mini-market focus.Grew overall market share 15% by identifying new technology trends, coordinating new product development initiatives and assessing potential partnerships and acquisitions.

Port Washington, New York, Us

Drove rapid growth of the MEG Division across the Americas through aggressive market share capture and improved customer service. Focused on expansion of the product portfolio and growth of operational profits. Increased market share by 6% and more than doubled sales from $20M (1999) to $50M (2004). Improved routes to market, restructured sales organization from a distributor-based organization to a direct sales force and expanded OEM penetration. Lowered SG&A costs by 250bpt by implementing enhanced sales training programs.

Port Washington, New York, Us

Led the Microelectronics expansion across North, South and Latin America through exploitation of adjacent spaces and driving of R&D/core technology into new spaces. Key player in the start-up of Pall Corporation in China in 1996 - $1M in annual revenues(1996); $150M in annual revenues (2012).

Advanced Management Program (Amp179), Business/Commerce, General

Cbs, Graduate-Level Certificate Of Business Sciences (Cbs) | Completed 30 Of 60 Credits Toward Mba

Bachelor Of Arts (Ba), Psychology