Jon Cox Email & Phone Number

North America

Big Air Charlotte’s second location to support the health and fitness of our youth.

Greenville, South Carolina, United States

Group Therapy is a wonderful Family Entertainment venue that provides world class food and beverage coupled with multiple entertainment activities for adults, families and corporate events.

Charlotte, North Carolina, United States

Responsible for expanding the Big Air franchise system in North Carolina. Regional Developer.

Charlotte, North Carolina

Big Air is the premier indoor family entertainment venue in Charlotte. Founded on values of respect, safety and fun, Big Air is the go to place in Charlotte for families of all ages and sizes.

Charlotte, Nc

Free Will - Craft + Vine is an active sports lounge and tap room that has 60 self pour taps of the finest craft beers, wines, ciders, seltzers, etc in the market. Free Will prides itself on offering customers a wide variety of choices, whether it be in what they want to drink, or in what they choose to do. Free Will offers something for every one.

Charlotte, North Carolina Area

Responsible for innovation processes and major new product development programs across the corporation (6 divisions). Leader of global IT group responsible for co-creating a new vision with the IT leadership team, reorganizing the talent, and deploying a new vision and strategy. Executive Sponsor of a new business performance diagnostic toolset and deployment methodology targeted at divisions that were underperforming on bottom line financial results.Accomplishments (Only listing innovation activities due to space)Led a 13 person cross divisional council that did deep research on world class innovation processes that led to the authoring of an internal book on innovation which was then used as the baseline for implementing new innovation processes in all divisions. Benchmarking included extended visits to; Milliken, IBM, 3M, Corning, IDEO, Microsoft, and Google. Sales of new products increased 75% from 2014 to 2016. Portfolio of new products being worked on tripled. Investment in new product development increased 33%. Introduced a new breakthrough innovation program in 2015. Three highly distinctive or breakthrough programs selected, funded, and launched. All programs on schedule and on budget. Started a new IoT product team. Three projects are underway to add intelligence and communication to several existing product lines. Programs on schedule and under budget.

Charlotte, North Carolina Area

Responsible for continued growth of the Stemco business. Supported, coached, and mentored new Division President. Teamed with he and the General Managers to create and execute a high level growth plan. Supported and negotiated acquisitions that met the strategic plan.Accomplishments:Acquired ATDynamics and their market leading and fast growing Trailer Tail® product line. This business was integrated into the Innovative Tire and Mileage Solutions (ITMS) product line. Led negotiations on the acquisition of Veyance’s Goodyear branded Airspring product line. Executive sponsor and leader for the successful carve-out from the much larger Veyance Engineered Products and integration into Stemco’s Suspension Products group.

Longview, Texas Area

Responsible for re-tooling the leadership team and co-developing a new growth based vision and strategy. New direction based on a multi-faceted product adjacency strategy that included many new organic product developments, acquisitions, joint ventures and investment based strategic alliances.Accomplishments:Revenue increased 300% in seven years. Cash flow and profitability increased 200%. Transformed from a one facility niche manufacturing business to a market leading business with six domestic manufacturing plants, one in China, with manufacturing partners in Mexico, Brazil and Italy, and new larger distribution centers in the U.S., Canada, Mexico, Australia, and China. Redefined the business from a niche wheel-end products business to a broad based producer of commercial vehicle non-discretionary consumable chassis products. Later added a start-up business focusing on extending tire life and increasing fuel efficiency of commercial vehicles. Redefined commercial sales approach with new people, sales tools, and an end-user based pull selling model. International sales growth in excess of 400%.

Palmyra, Ny

Responsible for carving this business unit out of Garlock’s larger fluid sealing business. Challenged with staffing a new team, creating and executing a new growth strategy, and the design and construction of a state-of-the-art manufacturing facility.Accomplishments:Revenue increased 150%. Cash flow and profitability increased 200%. Created a new end-user focused sales team and a business development leader that focused on expanding sales to the global primary metals and mining markets. Distribution and sales established in Mexico, Brazil, South Korea, and China. International sales increased in these markets by $2,000,000. Created a global strategic alliance with Timken. Implemented lean manufacturing techniques in this union-based environment. Inventories, lead-times, and past due orders reduced dramatically. On time delivery increased 30 points. New $10,000,000 facility designed, built and occupied with minimal customer disruption. Two major new products lines developed and launched.

Palmyra, Ny

Responsible for working with the commercial leaders to create and execute a broad list of new products to re-establish Garlock as the technology leader in the industrial fluid sealing market. Accomplishments:Re-organized and hired a new product development team that had been largely dismantled. Created and instituted a new product development process based on APQP standards. Team worked on fifteen new product development programs during this period. Competed and won the Goodrich BRITE program (Breakthrough innovation program).

Longview, Tx

Responsible for working with the broader leadership team to co-create and execute a new product development strategy. Product line-up was old and the business was failing. Part of a much broader turn-around effort.Accomplishments:Created a plan to redefine their entire product line-up. Six new product families were created in-house, one acquired externally. By 2000 the business had market leading new products, a new sales direction, had established lean manufacturing as a core competency and was growing at double-digit rates.

Master Of Science (Ms), Business Administration And Management, General, 3.5 Gpa

Degree not completed. Relocated with family from Michigan to Texas and was unable to complete MBA.

Bs, Mechanical Engineering, 87 On 100 Pt Scale

Activities and Societies: Sigma Alpha Epsilon officerKettering University was known as GMI Engineering & Management Institute while I.