Responsible for the P&L for a $250,000,000 exterior portfolio including product planning and execution throughout the product lifecycle of product category, gathering and prioritizing product and customer requirements, defining the product vision and working closely with Manufacturing, Engineering, Research and Development, Sales, Customer Service, and Marketing to ensure revenue, profit and customer satisfaction goals are met. Responsible for pricing and analyzing category financial reports to help meet profitability and revenue goals. Ensured that Exteriors supports the company's overall strategy and goals as well as a commitment to Core Values. Developed core positioning and strategy of product category. Resolved product issues including technical and product-related support for internal and external customers. Acted as subject matter expert for product category, including product composition, installation and competition. Maintained relationships with external firms to continue partnerships and identify supply opportunities. Briefed and trained sales force, including product support and troubleshooting. Conducted field tests and early-stage product tests and samples. Performed product demonstrations/presentations to customers and public, including trade shows, plant tours and field visits.• Grew revenue by 20% YOY while maintaining gross margin.• Launched over a dozen unique SKU’s.• Created training program for sales and customers.• Developed low cost formulations that decreased cost by over 10%.• Improved packaging for customer experience and brand awareness.

Managed profit and loss of $25,000,000 business unit consisting of six managers in team of 13, with $4,000,000 SG&A and marketing and $1,000,000 testing budget. Directed business development for new, disruptive technology in building industry. Led sales team consisting of five regional business development managers, five regional sales representatives, and one customer technical team that consisted of national technical manager, product manager, and technical manager. Directed several cross-functional teams, including plant management on capacity and financial goals that included efficiency metrics, logistics on appropriate inventory management and network optimization, R&D on projects to support current products and future strategy, and marketing on customer campaigns. Worked on projects in various corporate teams to develop new processes, such as developing a new training and sales approach using the DPS model.Grew revenue and gross profit by three times and owned all budget, forecasting, and business metrics.Built team from scratch, working to attract, motivate, coach, and develop team that never sold in structural product category.Increased business from $15,000,000 to $25,000,000 in revenue.Shaped processes in manufacturing and sales to be more efficient and save money.Created third-party warehouse network that saved on delivered cost and increased customer satisfaction.Launched three new products within the Structural Portfolio that grew revenue and plugged market gaps.

Led continued development of company business and reintroduction of USG Structural Panel to various markets, channels, and applications. Managed execution of key account business plans and served as primary owner of account management process. Acted as business advisor to key customers. Determined best strategic channel alignment to maximize success in all structural markets, including floors, walls, roofs, and other specialty applications. Provided sales and marketing leadership for field sales and marketing plans and programs. Managed administrative duties, such as operating within budget, SFA integration, and adoption.Built new sales team of five sales managers, four territory sales representatives, and 15 independent sales representative firms and shared service sales.Collaborated with company’s technical and product management team to manage development of new application opportunities.Achieved sales of $15,000,000 (from previous $5,000,000 revenue product) with company’s business unit.Led a consultant team to develop plan for C-suite to hire team and create new division.Part of a corporate team that revamped company Salesforce into Lightning platform.

Managed $75,000,000 product portfolio for Securock roofing brand. Coordinated cross-functional teams, including outside partners that brought new products to market, innovated existing products, and handled product rationalization. Oversaw cross-functional team that included marketing, testing, logistics, and manufacturing. Provided strategy leadership for annual $250,000 system testing programs at testing agencies, such as Underwriters Laboratories and Factory Mutual.Increased year-over-year growth by 30% and achieved gross profit margin improvement.Directed overall marketing strategy, including development of two $750,000 road shows that increased annual revenue by $15,000,000, new third-party warehouse network that saved $300,000 annually, new customer resource tools, new relationship management program, product literature, tradeshows, videos, and advertisements.Worked on team that commercialized roofing division at USG, increasing the $10,000,000 product portfolio into a $75,000,000 business.Launched two new products to strengthen roofing portfolio.Part of corporate team that developed and rolled out Salesforce to the entire organization.

Managed $30,000,000 cement board production line, $20,000,000 gypsum board line, $5,000,000 mill, and $2,500,000 central engineering department for 75 employees.Introduced Lean Six Sigma principles throughout manufacturing and engineering, such as Kaizen, 5S, Kanban Systems, Poke Yoke, Maintenance Planning, etc., resulting in increasing manufacturing recovery from 90% to 98% and decreasing delay from 8% to 2% while increasing production speeds.Enhanced automation and control systems to eliminate repetitive jobs, which resulted in cost savings.Established training programs to support high quality and safe manufacturing.Maintained all compliance programs, such as OSHA, MSHA, and all safety/quality programs.Worked on a corporate team to roll out a new supply chain and process control system with Oracle/Linx.Created a new product manufacturing process for two new products in the cement board line and mill.

Managed $1MM central Engineering Department. Responsible for training, motivating, and maintaining a high level of safety for 7 employees to facilitate the centralized control of maintenance for all plant equipment and facilities so that the plant remained in good operating order, consistent with standards, and with a minimum of mechanical downtime.Implemented safety improvement ideas, increased employee participation in safety, and trained the plant for confined space, fall protection, contractor safety, storm water pollution, PPE safety, racking safety, Respirator safety, and accident prevention which created a safety focused department and helped exceed plant objectives.Responsible for coordination and implementation of all environmental programs that dealt with governmental organizations such as OSHA, GADNR, and EPA and included specific programs such as Storm Water Pollution Prevention Plan, and Air Permit Plan.Removed OEM dependency, created PM's, analyzed labor productivity, and improved spare parts inventory which reduced maintenance and production costs by increasing efficiency.Responsible for the development and implementation of all non-routine maintenance and capital improvement plans for the plant totaling over $2 MM in capital.

• Prepared and followed to completion all assigned capital requests totaling approximately $2MM.• Utilized technical training to advise and design various mechanical innovations.• Assisted Engineering Manager in planning and implementing routing and non-routine maintenance expenditures as well as running the Department in the Engineering Manager’s absence.