Kyle Barna Bsme, Mba Email & Phone Number

Everett, Washington, United States

Everett, Washington, United States

Organizational Standup & EvolutionLed global business standup of commercial systems and processes for newly acquired medical device company, as part of the healthcare solutions platform formation. This included implementation of ERP, CRM, and analytics systems for quote to cash revenue management, business intelligence and sales analytics. Designed and staffed global commercial organization, including pricing, contracting, inside sales and quotes, sales operations & analytics, order management, data management and customer support.After the initial stabilization period, a robust department strategy was implemented and cascaded to directly reporting teams to create an empowered, problem-solving culture, developing employee capabilities, and refining processes to deliver world-class customer support in the most efficient means possible. This drove a 95% reduction in customer disputes, a 56% reduction in order-to-cash cycle time, a 75% increase in order processing automation, a 53% reduction in late contract renewals, and a same day turn around for quotes and order processing.Data Infrastructure CreationChartered customer master data team and spearheaded effort to create and implement standards, processes, and deploy task force teams for reconciliation of legacy data errors, to reduce cross-functional friction points and reduce waste. This allowed for over $5M in annualized cost reduction to be actioned. Implementation of execution management tool to characterize quote to cash performance, identifying and prioritizing opportunities to drive process efficiencies and reduce rework. Efforts moved the organization from being at a data disadvantage to utilizing data to provide actionable commercial insights across the organization.

Everett, Washington, United States

Leader of business systems and process standup, service agreement exit readiness, process optimization and corporate integration.

Everett, Washington

Strategic Vision & Market Share Growth:Formulated strategic roadmap to revitalize, expand and integrate process tools into the industrial ecosystem, driving differentiated value, by democratizing expert workflows with integrated software solutions. With headwinds from the oil & gas market contraction, strengthening the product position in existing and growth in new vertical markets was paramount. Marketing campaigns were deployed to focused verticals to drive offsetting growth in industries such as: power generation, food and beverage, automotive, and utilities. This led to year-on-year double-digit revenue grow, while managing the portfolio.Product & Portfolio Enhancement: Innovation was focused on capitalizing on the digital ecosystem for instrumentation, building cross-compatible, wireless devices aided by software and support services, to drive improved uptime, labor savings and increased safety for end users. Significant product launches include a first-of-its-kind automated pressure calibrator, which won Product of the Year for its respective product category and revitalized a declining part of the portfolio. External partnerships were leveraged to accelerate software development to grow into the reoccurring revenue SaaS business and add to the value proposition of the overall software-hardware solution. Derivative revenue streams were realized by expanding our offering into extended warranties, calibration and servicing, and site training/ accreditation.

Syracuse, Ny

Strategic Vision & Market Share Growth: P&L responsibilities for a $200M global product portfolio of highly complex, mature products. Implemented concise and clear roadmap to realize 100% line growth in 3 years through revitalization, innovation and modernization of business front end. As a result, market share grew by 10% in unfavorable market conditions with Oil & Gas industry growth at -30%. Profitability grew by 1.5% despite deflationary pricing pressures, and unfavorable global exchange rates of operations. Operational Restructuring: Recruited and developed a new team of marketing and engineering professionals, while restructuring department for efficient use of staff. Successfully championed the resourcing of 12 global development project initiatives, totaling mature sales estimates of $85M. This equated to four times the number of previous projects, executed on time, with a quarter of staff from previous years.

Syracuse, New York Area

Strategic Vision & Market Share Growth: Spearheaded the global engineered-to-order (ETO) business initiative by crafting a business plan and presenting to senior executive staff. Received full capital and staffing request to build out capabilities, leading to profitable, long-term growth in the HPI market from $8M to $45M in a three-year period, with forecasts for year five approaching $100M. This turned into a top three business initiative within the first year. Product & Portfolio Enhancement: Focused on ease of doing business initiatives and launched configurator tools to aid in front end cycle time reduction, as well as commercial launch of high volume ‘custom’ products, leading to an incremental $10M in control & apparatus product line sales. Identified growth potential in emerging markets and proactively tailored products to best suit market requirements with regards to pricing, features, and performance. Identified product portfolio gaps and spearheaded private label relationships with 3rd party organizations. Gathered VOC by conducting field visits and contractor feedback, structured feedback into an actionable improvement plan, and eventual capabilities and service launch. Closed multi-million dollar contracts with key channel partners and end users. Operational Restructuring: Built out dedicated technical sales team, directly reporting, to focus on generating new opportunities by championing capabilities and value proposition. Collaborated with all internal stakeholders to align cross-functional teams in meeting ETO initiative goals. Generated lead time improvements through automated order tracking through SAP and functional metrics end-to-end, realizing a 73% improvement in cycle time.

Syracuse, Ny

Masters, Business Administration

Activities and Societies: Catalysts for Intellectual Capital – Leadership Institute

Bs, Mechanical Engineering

Activities and Societies: Tau Beta Pi, Engineering Honor Society, NY Tau Binghamton Rugby Team