Responsible for; new product development initiatives, product life cycle management, tradeshow placement, literature development, ad placement, pricing strategy and strategic marketing initiatives for this electronic control / alarm manufacturing and development company.

Led the successful transition of the Aerotech Company from a privately held family run business into the publically traded Munters Corporation. Led the successful transition of a $10M acquisition by increasing revenue from $20M to $36M and grew earnings from $100K to $3.6M.Directed the overall operations of this $36-million agribusiness with 9 direct reports and 11 indirect sales personnel (US) as well as a 3-member product development team. Maintained full P&L responsibility and oversight of HR, finance, IT, production, purchasing, engineering, sales/marketing, field service, and the water treatment business. Additionally responsible for sales of the Mexican and Brazilian based sales teams. Served as a member of the Global Management team responsible for creating the strategy and direction of Munters Corporations' (Acquired by Nordic Capital in November of 2010) Global Climate Control Offerings. Conceived and lead the development of a new style direct drive motor with electronic controls used on agriculture exhaust fans that improves fan efficiency and reduces energy costs by over 40% where a provisional patent was applied for in May of 2009.Eliminated poor performing products and improved gross margin 10% by re-positioning the product portfolio.Maintained a 5% price premium over competition in a mature and saturated market through strong (Aerotech) brand differential, focusing on quality and service offerings.

Led a three-person technical US Evaporative Cooling Pad sales team as well as a two-person customer service group. Managed P&L for $12 million in revenue. Provided key account management for OEM gas turbine and Automotive customers. Grew key account sales by $1.5 million in a span of 18 months as well as improved sales of evaporative cooling pads by 12% within the comfort cooling market segment.

Managed the technical services department including field service reps and technical support team. Provided equipment warranty support, emergency repari and replacement parts programs.

Controls Measurement and Sensing DivisionProvided leadership to the technical services department-consisting of 14 field service representatives and 5 technical support personnel-for this machine tool manufacturer (at the time, a part of Thyssen Production Systems global family). Oversaw equipment warranty support, emergency repair, and replacement parts programs. Participated in the installation of the department's SAP service module. Developed and launched a parts program with a repair and return offering, an exchange board offering, and a 24-hour emergency up-time program that utilized distributor inventory that was connected to a real-time database.

Responsible for the after market service of GE electronic controls and components that were manufactured in Salem, Virginia.Created a global distribution program that generated $105M in annual sales with gross earnings of $67M.Implemented a product life cyclepricing module that clearly communicated to the field where a component was in its current state and how long it would be supported to allow for incrased margin and revenue for our division.

Manager, Renewal PartsLed the after market service operations for this $5-billion GE division (power, automation, control, and distribution product for industrial and commercial use); provided support for electronic controls and components used in GE Drive Systems and Power Generation Equipment. Managed a 20-member inside support team along with 2 outside sales associates. Developed and prepared budgets and weekly sales forecasts for production and executive management.Improved department service levels while reducing headcount by 30%.Adequately ensured 100% up-time of customer GE Drive Systems by creating a recommended spare parts program.Facilitated increases in divisional profit margins and revenue after implementing a component product life cycle pricing module that provided accurate information to the field regarding the current state of specific components and their support timeline.

Managed a four-location, $28-million electrical distribution territory in northeast Wisconsin. Held full P&L responsibility. Created and implemented sales programs to drive business and territory development.Awarded the President's Cup in 1992 for having the best run district companywide. Recognized with the GE Lighting Sales Achievement for growing sales by 15% in 1996. Won multiple Technical Sales Growth awards for Allen Bradely factory automation products.