Leonard Marano Email & Phone Number

Paris, Fr

(via the acquisition of Gerber Technology)Direct commercial and operational activities for the Americas region of a $560M technology solutions provider. Member of the Executive Committee.--- Achieved record sales in the region while merging two competitive companies by leveraging best practices across the sales teams from both organizations, cross training the teams on the full portfolio, and cross selling a suite of IoT, AI, and Industry 4.0 based equipment and SaaS solutions. --Seamlessly integrated 300 global employees from acquisitions. This included building the leadership team from the most successful executives from each brand and restructuring and integrating the field sales teams of each respective company in specific markets and territories.--Ensured a smooth merge between Lectra and Gerber by recognizing employee Best in Class and Best Practices in Sales, Marketing, Finance, and Customer Success and by ensuring quick wins for customers that enabled them to see the value of the merger.---Increased EBITDA through revenue growth in North America and by leveraging business entities in South and Central America to eliminate distributors and enhance the company’s direct market presence; engaged in cross sell opportunities by analyzing each team’s performance and ensuring that everyone was aligned in approach and strategy.---Grew the consumables and parts revenue by overhauling the recurring revenue sales engine to accelerate service contracts and aftermarket sales.---Increased service contract revenue in the region by expanding warehousing operations in Atlanta, Mexico City, and Sao Paulo to better service the combined bases. --- Ensured 98% annualized uptime and reduced parts costs while providing the company with additional high margin recurring revenue by working with the customer base to come up with a customized program.

Tolland, Ct, Us

Led the global equipment, service, and aftermarket businesses for the $155M business unit of a $220M provider serving the Americas, Asia, and Europe. ---Positioned the company for sale to its largest competitor at 20x EBITDA by transforming the organization from a point solutions provider to an end-to-end technology service company; established and presented the company’s mission, vision, values, performance, and strategy to potential investors through the private equity exit process.--Accelerated acquisition discussions with multiple interested companies by diverting engineering resources from other projects to accelerate the development of our new flagship product and expedite the launch calendar at the height of Covid.---Increased product line revenue 18% (compared to pre-pandemic levels) by empowering the product management and engineering teams to design a product that addressed long standing customer pain points and bottlenecks while still meeting the commercial objectives.---Increased revenue $8M from PPE manufacturers worldwide after implementing Agile commercial strategies during the COVID-19 pandemic, including the launch of a PPE task force.--- Grew the pipeline and gained market share from competitors, who didn’t maintain their market presence as effectively, by shifting the marketing team to fully virtual events and accelerating digital tactics.--- Reduced poor quality items 50% in 12 months by reorganizing quality teams and reprioritizing their efforts across the United States and Asia; established cross functional teams focused on issue resolution.--- Improved forecasting accuracy, reduced inventory and lead times by transitioning sales operations to a one-PO, variable cost manufacturing model while streamlining the SIOP process and implementing a CRM as a forecasting tool. -- Improved deal discipline and profit margins after changing our commercial discount policies to be regional as opposed to one blanket global policy.

Tolland, Ct, Us

Prepared the operating agenda as part of the senior management team after the acquisition by American Industrial Partners, which set the strategy and executional foundation to grow EBITDA and exit the business.--- Sales of new products that were developed within the last three years accounted for more than 33% of new sales after prioritizing $6.5M in research and development across new product and sustained engineering. ---Achieved higher sales for new products in the first six months after launch by reestablishing the disciplined stage gate product development process and led preparation of all product management deliverables including market analysis, product requirement specifications, and product plans in collaboration with Manufacturing and third-party manufacturers.--- Improved gross margins and EBITDA by creating product lifecycle management standards with sales, service, and aftermarket business partners; eliminated support for older products and generated revenue from customers upgrading to our latest generation of products. --- Brought in an incremental $10M via M&A with Lectra and Gerber after integrating new systems and consumables sales and gave access to technology that would be crucial to new product development initiatives. -- Drove an additional $2M per year in new systems sales at the expense of our competitors by establishing a segment-specific offering to cost conscious low-end manufacturers in the Asia-Pacific region. ---The partner channel exceeded objectives for two years after working with the CEO to identify two high potential team members to assume responsibility for the partners in EMEA and APAC; met with key partners to understand their needs and visited customers to get a better control of the market.---Improved service contract attachment at the point of sale to 90% after readjusting the sales commission plans to align with the strategy of promoting higher margin software and services.

Tolland, Ct, Us

Led the business through the sale of Vector Capital to American Industrial Partners as part of the leadership team.--- Reestablished the company as a technology leader and a trusted advisor by selling holistic solutions and then creating core marketing messaging across CAD/CAM equipment regarding the software portfolio for sales teams and customers through a variety of sales tools, trade shows, digital marketing activities, and global sales trainings. ---Achieved a peak 45% product vitality index by developing and executing global marketing plans for all new product launches and directing all creative activities for supporting collateral.--- Provided potential investors with an accurate view of our market position by partnering with global consulting firms such as Euromonitor, AT Kearney, and Gartner to get market research. --- Enabled smarter decisions about product development and pricing by creating and maintaining dossiers on key competitors to assist in product development and sales training. --- Improved trend analysis, including targeted information about customer transactions in key market segments, by working with Sales, Sales Operations, and IT to redo our order intake and reporting systems.--- Grew service revenue after adjusting comp plans, starting sales training programs, and using better customer facing tools; became the standard practice in both EMEA and APAC by requiring service contract adoption at the point of sale.--- Revamped the textile automatic spreading category, growing tit 30% and attained the #1 market share globally by redesigning the go-to-market approach through pricing adjustments, marketing communications, and enabling sales.--- Built relationships, aligned priorities, and gave employees ownership after leading a collaborative exercise with Product Management to prioritize the key areas the teams needed to focus, and presented that to the new leadership.

North Haven, Ct, Us

Oversaw P&L for the new CAD/ CAM equipment, software, and consumable product lines, including the exclusive line of 3M ESPE dental restorative materials and Jensen private branded products.--- Grew the business from zero to $20M in two years by launching and managing a new line of CAD/CAM digital dentistry equipment, software, and consumables; transitioned customers from analog products and workflows to digitally automated processes. -- Expedited sales by partnering with a third-party financing company to provide customer financing.--Achieved 40% market share of new dental milling systems in two years by implementing an aggressive, financing-based equipment acquisition model combined with an industry leading consumables portfolio that offered customers high quality options at competitive price points. ---Brought in $15M in sales (out of $20M total) by launching new federally regulated products; managed new product development and launches in accordance with ISO 13485 quality standards and FDA regulatory guidelines. --- Customers were confident that we could support the systems we were selling after turning service into a revenue generation tool, as opposed to simply a cost center; established the technical field service and support as a revenue source with responsibility for all marketing activities around extended warranties, installations, and training. --Accelerated growth in the second year of business by convincing a major proponent to allow competitive consumables to be used in the system and leveraging the software to impose a fee on this use.

Valhalla, New York, Us

Headed $60M portfolio. ---Grew revenue 310% in three years while contributing to major strategic corporate initiatives by launching new, more sustainable and flexible printing technologies.--- Outlined new ways to monetize the increasing number of images stored on social media and mobile devices during senior leadership planning meetings by establishing online and retail connections to the social media sites; helped stabilize declining revenue from photo printing.--- Acquired new sponsors and increased the average revenue per square foot where the solution was used by launching a multi-service kiosk; leveraged third party relationships to offer non-photo products through a retail kiosk installed base.

Valhalla, New York, Us

Planned go-to-market activities and the launch of new equipment, software, and consumable offerings to retailers and professional photographers. --- Grew business $10M to $30M in three years by defining and executing annual marketing objectives based on forecasting the annual budget, planning, developing products, sales, and distribution. --- Took market share from our main competitor, Kodak, by creating and presenting multimillion-dollar proposals related to imaging, service, and IoT product lines for major retailers such as Walmart, Walgreen’s, Rite Aid, and Safeway. --- Added $10M of revenue per year across the product portfolio by distributing equipment, software, consumables, and network connections to 5,300 Rite Aid locations after ousting long-time competitor, Kodak. --- Acquire accounts like Long’s Drug (now CVS), Giant Eagle, and Safeway by writing a proposal and internal P&L view that enabled longer term deals requiring little upfront investment of customers but had longer, more profitable payback periods with consumables and service.---Sustained accelerated growth by hiring and training a third-party field installation team to complement the internal teams in times of peak capacity.

Middletown, Connecticut, Us

Oversaw $15M P&L for remanufactured and compatible imaging products including product management, marketing pricing, inventory, and supply chain. Qualified new suppliers by reviewing factors such as manufacturing processes, sales histories, capacity, quality control, and financial strength.---Grew revenue 130% and improved gross margin 15% through new product specifications and Asian manufacturing partnerships by retooling and relaunching a full line of private label inkjet and toner cartridges.