- Responsible for leading growth and sales acceleration for the Construction, Aggregates, and Mining & Metals industries- Responsible for leading new customer acquisition marketing and sales process, including SDR process management which includes optimization of outbound outreach, creating campaigns, and steering our ideal customer profile criteria- Created Marketing & Sales process and procedure that generates consistent funnel of Prospects, Leads, MQL and SQL’s, resulting in sustainable YoY growth- Developed 5 new accounts and generated $200K of new business in first 4 months- Accountable for all sales metrics reporting, quota and territory planning, goal setting, forecast and pipeline planning- Responsible for administration for key sales productivity tools (Hubspot, Seamless.AI)- Collaborate with full stack developers, customer success managers and operations team to ensure both current and future customer needs are being met

Performance optimization and growth of sales and customer service for original equipment manufacturer of mobile equipment attachments across North America, Europe, India, and Egypt. Responsible for creating and executing a 3-5 year growth plan to increase sales by 35% by expanding into adjacent markets and segments utilizing my experience in the Steel Mill and Mining industries-Accountable for multiple large national accounts in both the Steel and Mining industries-Provide overall change management, leadership, mentorship and direction to a growing inside & outside sales team-Work directly with end users and or dealer networks to provide the most optimal attachment for machine / application in order to optimize payload and provide lowest cost of operation

Work with multi-discipline teams to execute scope for one or more sponsored research projects. Responsible for delivering successful projects while creating value for sponsors, licensing technologies, and generating follow-on business.- Create and manage project management deliverables and work with team to ensure project is completed on time, within budget, and with excellent quality-Ensure development / execution of project plans that define project activities and critical path-Lead project teams through Project Life Cycle including design, prototype, build, test, deployment, and transition- Manage project quality to ensure customer expectations are fulfilled by meeting project objectives-Perform change management for the project scope, schedule, budget and manage client expectations for timely review and approvals -Provided technical guidance and leadership to engineering teams to ensure team effort and direction are aligned with project goals-Collaborate with key stakeholders, business managers and engineering around architectural solutions, to define high-level and detail project proposals

-Collaborated with customer, marketing, and Chief Technology Office to develop technical requirements and feature roadmaps for new products-Gathered high level requirements and translated them into presentations, wireframes, and storyboards.-Led agile project management using SCRUM methodology and visual management tools to engage team members and adapt to dynamic customer requirements while meeting cost, quality and delivery.- Drove ongoing product improvements through analytics, focus groups, and usability testing.- Defined product go-to-market plan including phasing and marketing.-Developed Quality Management System, creating separate Policies, Processes, and Procedures in order to properly deploy global best practices at 140 different site locations in 40 different countries and 7 different languages.

- Drove innovation by implementing 2 NPI global research projects by co-developing robotic solutions for the Steel Industry.- Developed strategic and tactical plans, while deploying multiple Kaizen and short - medium term projects and facilitating Managing Daily Improvements (MDI) / sustaining the gains workshops.- Directed a field engineering staff of 5 subordinates responsible for the startup of two long-term contracts involving over $15M of new Capital and $50M in revenue.- Led the execution of a 2-year CI Transformation for North America by managing 3 CI Lean leaders that were responsible for driving improvements across 45+ sites in North America encompassing more than 1,000 operators and middle managers resulting in a 3% Variable Cost Productivity Year over Year.

-Drove innovation by implementing 2 NPI global research projects by co-developing robotic solutions for the Steel Industry.-Developed strategic and tactical plans, while deploying multiple Kaizen and short - medium term projects and facilitating Managing Daily Improvements (MDI) / sustaining the gains workshops.-Directed a field engineering staff of 5 subordinates responsible for the startup of two long-term contracts involving over $15M of new Capital and $50M in revenue.-Led the execution of a 2-year CI Transformation for North America by managing 3 CI Lean leaders that were responsible for driving improvements across 45+ sites in North America encompassing more than 1,000 operators and middle managers resulting in a 3% Variable Cost Productivity Year over Year.

-P&L responsibility for the Pitt/Ohio area with $35M of annual sales. Increased sales by $5M in a 2-year period. -Deployed CI methods and Best Practices to turn around under-performing sites and improving business unit profitability by $400K Year over Year during a 2-year period.-Implemented SQDC boards & processes to support Key Process Indicators & Cost of Quality business metrics.-Mentored 18 Greenbelts with pre-training requirements and provided coordination of Green Belt Training, exam preparation and Six Sigma project identification.

-Led CI Training development and implementation for North American Operation- Led all Kaizen events, driving Cost of Sales reductions of 3-5% Year over Year- Led Project Management Office duties by developing online Value Project Tracking System that collected improvement ideas from 50 different site locations and prioritized them based on impact, time to implement, and resources required

-Setup complete machining center for single piece flow utilizing Lean Manufacturing concepts reducing machining cycle times by 35% and increased On Time Delivery by 50%.-Led 4 Kaizens and 3 Lean Action workouts in suction strainer manufacturing area that increased growth by 30%, reduced cost of quality by 20% and reduced non value added process steps by 70%.-Implemented processes to support Key Process Indicators & Cost of Quality business metrics.

- Achieved 40% reduction of TII Test Cell defects per engine (from 0.75 to 0.45) to help reduce the cost of quality and improve on-time delivery.- 50% reduction of Tier II Assembly Line DMR’s per engine (from 0.70 to 0.35) to help reduce the cost of quality.-Led manufacturing team during multiple Lean Six Sigma events to improve cycle time.-Implemented quality system controls/plans throughout the Diesel engine manufacturing main assembly line to ensure the utmost quality product.