• Ensure the desired sales strategies are successfully accomplished by managing and directing the regional sales and technical service teams.• Manage the commercial resources to ensure that time and financial investments are aligned to the largest value generation opportunities and are consistent with the business and market strategies.• Manage and deploy the Technical Services team to materialize new business opportunities in order to provide continuous diversification of the business and to meet customer satisfaction & Automotive profitability goals.• Develop and execute the strategic sales plan for Automotive Business in order to achieve the agreed sales targets and to expand the company’s customer base.• Establish sales objectives by forecasting and developing annual sales quotas for the Region; projecting expected sales volumes and profit for existing and new products.• Maintain sales volumes, product mix and selling price by keeping current with supply and demand, changing trends, economic indicators and competitors.• Determine annual gross profit plans by implementing marketing strategies, analyzing trends and results. Look at growth opportunities in new markets and customers and report back to marketing. Work with marketing to evaluate these opportunities and execute plans in line with this evaluation.• Champion the key and global account management process to ensure these accounts are managed effectively across geographical and markets barriers.• Champion the Pricing Excellence strategy to drive price optimization.

Rising to Sales Director, I commanded Structural Product sales for all of North America (this included more than $500M in annual business). With characteristic emphasis on transformational leadership, I set my eye on developing commercial strategy and account management procedures that would do 2 important things—drive top-line growth and improve bottom-line result. Clients I worked with included global names like Stellantis, General Motors (GM), Ford, Adient, and Lear. I also oversaw commercial operations for 2 US plants, 1 Canadian plant, and 2 Mexican plants.HOW I DROVE SUCCESS✅ Led and developed 6-member team of Account Managers, Account Representatives, and Tooling Specialists.✅ Forged strong and synergistic commercial and technical relationships with each major OEM (original equipment manufacturer).✅ Spearheaded cross-functional Covid-19 cost-mitigation project that saved $10M annually. ✅ Tasked by Group President to lead purchasing task force as 1 of 13 company leaders to own functional group that identified, negotiated, and executed global cost reductions. ✅ Led team in analysis of global purchases, pinpointing and executing on several key areas of opportunity.✅ Increased North American revenue 20% within 2 years, pursuing and capturing new business wins that resulted in 1 additional greenfield facility.✅ Increased strategic customer presence, obtaining critical growth RFQs (request for quotes).✅ Synergized operational and cross-functional support strategy to align costs to market position.✅ Led data analysis, strategy, and customer discussions with Stellantis and GM to negotiate commodity pricing, resulting in temporary market adjustments to alleviate 50% of market risk associated with 2021 steel pricing.

Within my first regional leadership role at Magna, I focused on aligning our sales strategy to our client needs. I did this while coaching and mentoring my sales team. This approach led to outstanding commercial success with clients such as FCA, Ford, and Honda—my team and I executed on business awards totaling >$350M.HOW I DROVE SUCCESS✅ Delivered 10% immediate margin improvement on critical programs in Canadian operations after renegotiations that mitigated inherited unfavorable contract issues with tier-1 client.✅ Increased approved tooling budget $2.5M and EBIT 1.5%, which covered content reductions, manufacturing changes, and supplier-cost increase post program award.✅ Negotiated >200 design and manufacturing changes on complex rear-structure over 2-month period, surpassing expectations. Led team in compilation, preparation, and communication of change management history then leveraged data to negotiate with customer’s cost-estimator team.✅ Empowered professional development of 1 Senior Account Manager, 3 Account Managers, 1 Account Representative, and 1 Tooling Specialist.

During my time as a Senior Account Manager, I contributed to Magna’s global internal strategy and long-term planning. How? By energizing growth strategy for our Structural Products Program. Leading commercial negotiations with Stellantis and General Motors, I ensured we hit our program’s goal of increased financial performance. HOW I DROVE SUCCESS✅ Developed and implemented a customer pricing model for design change negotiations that consistently outperformed corporate expectations while delivering customer value.✅ Slashed time-to-invoice by >35% and pulled an average of $15M in tooling ahead by 1 year through the creation of a cross-functional tooling process that mitigated tooling-related recovery.

My first position with Magna International saw me helming the pricing model negotiations with 3 major Detroit customers. My account management captured $200M profitable business as I continued building strong company and OEM relationships.

Capturing a promotion to Advanced Sales Program Manager, I took over comprehensive management of the project schedule, internal organization, and cost budgeting. The initiatives and decisions I worked out during these 2 years drove Toyota’s profitability, supported risk management, and empowered my team’s performance.

As a Cost Planning Specialist, I indulged my passion for analytical problem solving by developing cost models and by providing cost guidance for sales, finance, and executive review. My responsibilities included generating financial modeling, data visualization, and pricing and cost-improvement strategies.

Hitting the ground running with Toyota, I set to work negotiating pricing models on several interior component programs. My work with Excel pricing templates also improved quote turnaround time 10%.

Beginning my career with RCO, I started out working the shop floor but soon began my career climb. Before I left for Toyota, I was partnering with Sr. Sales Executives in managing RCO’s Lear and Ford accounts.