John Baldacci Email & Phone Number

Palatine, Il, United States

Long Grove, Il

Mchenry, Il

• Improved inter-company relationships and focused account management activity at CQ HQ as well as all DCs in US and Canada. Involved entire program management as well as contract term language.• Took on additional account responsibility with AutoZone and O’Reilly’s.

• Created an aftermarket Engine Gasket product line with 328 initial skus providing 80% coverage in manifold sets, valve cover sets, and oil pan sets. On target to capture $5 million in first year sales to automotive retail and WD customers. Hired national sales agency representation. Expect $50 million sales within five years.• Opened new distribution channel with PER customers.• Expanded customer base to high-performance, heavy duty and international customers. Grew business in these segments by 115%.• Initiated product management function to facilitate product line expansion.

A $40 million industrial abrasives manufacturer serving customers through industrial and welding distributors.• Doubled the budgeted increase to 11% by focusing sales activities on targeted end user customers using value added sales approach through distributor sales channel.• Negotiated a 5 year supply agreement with a key distributor that doubled business in 7 months.• Established a specialty distributor in a new market channel that should provide 20% growth at maturity.• Brought into a position requiring 4 of 5 account manager positions being filled. Hired, trained and mentored 1 new hire and 3 replacements with higher levels of experience and advanced qualifications.

An independent consultant assisting companies in strategic sales and marketing, channel management including national accounts and retail accounts, as well as business development issues.

The $130 million automotive aftermarket business of Freudenberg-NOK General Partnership.• Played a major role in the business turnaround to a $6.5 million profit. Championed the redeployment of marketing resources to appropriate regional and localized events. • Established a separate focused effort on new distribution channels to grow market share. Within 24 months this focused sales team increased sales by $15 million.• Played a key role in integrating the acquisition of the Omega Power Steering business in 2003. Updated the product line and improved sales volume from $1 million at acquisition to $5 million.• Negotiated long-term agreements with key transmission distributors. These agreements virtually locked-in 70% of this segment’s business into 5-year partnerships, representing $140 million in business.• Coordinated the launch of a new engine and transmission mount product line in 2002. Prospects targeted and new customer wins were on schedule for annual sales of $5 million.

A $35 million supplier of various automotive parts to aftermarket rebuilder and distributor customers.Focused sales and marketing efforts on new account acquisition. Achieved new business gains in excess of $5 million, resulting in a sales increase of 15%.• Initiated a continuous improvement process to increase languishing customer service levels. Customer satisfaction improved as order fill rates improved from 85% to 95% in 6 months.

A $10 million industrial distributor and manufacturer of cast bronze and PM bronze bearings/bushings.• Streamlined the quotation and order entry processes, and reduced errors to establish best-in-class customer service. Speeding the quotation process by 2 days drove a 12% / $1 million sales increase.

A $500 million manufacturer of automotive engine gaskets to original equipment and aftermarket customers.• Implemented a new customer forecast process by forging close communication links to manufacturing and distribution. Enabled new business gains with no service disruptions to existing customers.• Organized a national sales promotional campaign to target regional management on grass roots efforts. Worked closely with key distributors and retailers, boosting sales in excess of $7 million.• Consolidated sales force management structure to three major sales areas from five. Reduced sales resources and budget by $2.5 million, without the risk of forced layoffs.

• Created an innovative menu of services, which provided lower pricing on a graduated scale of services. This unique approach retained current and attracted new customers, increasing sales by $10 million.• Aggressively pursued “Preferred Vendor” status and won the “votes” at major targeted customer groups, generating a $25 million revenue gain.

• Led negotiations to secure a highly regarded distributor (O’Reilly’s), which achieved a new business gain of $1.5 million. Completed this 150-store change in a record time of two weeks.• Guided the implementation of a controversial revision in customer payment terms. Coordinated individual customer issues with credit considerations, successfully achieving a $1 million cash flow target.• Championed a more liberal approach to new customer acquisition policies. This more broad-minded philosophy increased sales to retail customers by $2 million.• Initiated a sales force automation project, using part movement data to improve customer inventory management. Improved customer inventory turns, and also reduced the product return rate by 15%.• Netted $2.5 million annual savings by restructuring the sales organization from 11 regions to 5 regions.

Mba, Management

Activities and Societies: Beta Gamma SigmaGraduated with Honors

Bs, Mechanical Engineering

Graduated with Honors.