Sales and Commercial Leader for CATL N.A. and related E.U. locations. Responsible for Sales and Business growth at Automotive OEMs and Commercial Vehicle OEMs. Created sales plans for targeted customers, developed key relationships, and sold products per strategic roadmap- Battery Pack Systems, Technical Services. Reported regional and OEM specific market conditions, forecast, government policy/relations. Results included: Targeted OEM Customer sales grew from low million $ to multi-billion $ in new annual production sales at automotive passenger car OEMs and commercial vehicle OEMs. Business development actions resulted in strategic investments, technical partnerships, and joint ventures with Ford, Stellantis, and others. Filled sales funnel with opportunities extending beyond 2030.

Contract work to create investment models, tooling budgets, and analyze tooling purchase order contracts for Electric and Hybrid vehicle powertrain systems. - Provide Purchasing with Negotiation Guidance for price negotiations.- Recommend cost optimization and process choice for tooling required to manufacture upcoming powertrain platform systems. - Lead business planning process for new powertrain technologies cost modelling.Product responsibility- Hybrid Powertrains, Electric Drive Systems, Batteries, Propulsion Motors, Power Inverter Modules, Charging Systems, Sensors, Electro-Mechanical Actuators, and Control Electronics.Actions result in millions $ in annual savings through negotiation guidance and direct price reductions.

Leader of Sales and Marketing until I sold ownership stake in Q3 2016. Sales and Business Development- Targeted Selling to increase sales, profits, & market share. Strategic Partnerships; Technical Alliances; New Sales Channels; Quoting & Pricing Strategy; Market Segmentation; CRM Systems.Result: Doubled sales and profits. Achieved strategic growth in Military/Aerospace markets with 7 of top 10 companies. New product line for optical assemblies launched in 2015. Semiconductor and Medical component sales growth to Industry Leaders per strategy.• Created new sales channel and re-branded CMM through website and trade show upgrade• Hired and trained a team of 15 national sales representatives; CRM data management and networked reporting• Joined trade associations and promoted CMM at trades shows (MI-Light, SPIE, Semicon West)Products made were CNC machined optics, optical assemblies, and precision components.Customers and Industries served were Defense/Aerospace, Semiconductor, Optical Research, LED and Laser, Medical, Industrial, Communications, Automotive.

Leader of Operations and Engineering. Acquired existing business operation and implemented systems and structure to enable sales growth, capacity increase, and profitability. Implemented Strategic Plan. Result: Hit Profitability Targets, Increased Capacity, Increased Customer Satisfaction.• ERP: Complete system installation for full Product Lifecycle Management• Fixed: Customer Satisfaction for RFQs; Estimating/Routing/Scheduling; Job Cost Reporting; P&L Reporting• Achieved Certifications ISO 9001:2008 and AS9100C• Focused Factory: Exited Injection Molding Operations & sold equipment; Expanded CNC & Assembly operations.

Powertrain sensors and electronic pedals for automotive and off-road applications.A multipurpose leadership role to improve operations profitability through complexity reduction and product line restructuring. Drive profitable business growth for sensors and pedal systems product lines. Leveraged IT systems for advanced business analysis and planning. Result: Restored profitability to FCA, Ford, and GM pedal service part operations with set up and process changes, operations restructuring, supply base development, repricing, and product changes. Design for Manufacturing: Single Fixture Assembly (SFA) for scalable local production• Sold first transmission controls (Sensors, Engineering Services, and Tooling) to FCA• Led market and product strategy for next generation electronic pedal systems and service parts• Provided Technical and Marketing support to E.U. and Asia Sales Teams to win business at global and local OEMs.- Speed Sensors- Position Sensors- Hall effect sensing systems- Control circuitry and systems

Reported to President for strategic planning, global marketing, and product/process R&D. Dotted line control for regional R&D- Center of Expertise Technology Managers (7) and Marketers (E.U., Asia).• Positively impacted the P&L by focusing corporate efforts on profitable product lines.• Created product road maps & filled the future product pipeline (powertrain, Interior).• Standardized process plans with design for manufacturing / supply base strategies to improve quality and eliminate waste- Set-up reduction, cycle time reduction, quality improvement, and part move reduction.• Achieved strategic plans accurate to within 5% of actual segment projections. • Synergized regional development by using web based intranet tools which globalized the R&D project tracking and benchmarking. • Led the sales, marketing, and product technology effort for M&A activity at Goldman Sachs, which concluded with the sale of Teleflex Automotive Group to Kongsberg Automotive.Business Unit Manager 1994-2005Managed over $80M in annual sales in the DaimlerChrysler Business Unit of Teleflex. • Led global sales effort to all DaimlerChrysler affiliates- Chrysler, Mercedes, Mitsubishi. • Increased sales and profits by 9% YoY. • Created business plans for new sales, tooling and development programs; product rollouts, cost reductions, business diversification and customer satisfaction assurance. • Managed team of direct Sales, Engineers, Administrators; + indirect- CAD Designers.

Engineering Innovation and Project Management for new business and tooling. Managed Design Engineers, Sales Engineers, and Administrators. Global Customer base with key customers GM, Ford, Chrysler, Honda.• Developed from concept to PPAP hundreds of new parts and assembled systems with innovation and project management tools.

Responsible for operation of shipboard power generation and auxiliary power plant systems.- Budgeted and scheduled maintenance and shipyard repairs and modifications.- Reported KPIs for efficiency, capacity, uptime and operational expenses.- Technical resource for Engineering issues.- Managed union and non-union employees.