Working at segment level and responsible for creating a global product management structure across the Evoqua products range, including key roles, hierarchy and overall organisation structureSupport development and completion of 2018 Products Segment Strategic Plan.Implement pricing actions-as identified by central support functionsRoll out final product management org including targeted sales growth and trade margin objectives globally.Recruit for all open positions and obtain alignment with new divisional structure.

Developed a platform to take Evoqua's US manufactured filtration products into the European Market.Implemented a profitable business model for Filtration based on market trends and competitor activity.Established a direct sales model and built an extensive distribution network throughout the regionImplement effective cross selling initiatives across the Evoqua brands

• Devised a plan to refocus the global Mouvex Pump sales organization into a more efficient structure, creating specialized teams and channel partners to drive revenue growth in Food & Beverage markets• Optimised the sales structure for cross selling opportunities, empowering the sales organization and supporting the global customer base more effectively• Leveraged the leadership position of PSG within Europe to capture growth within international Food & Beverage markets• Built a project timeline for integrating prospective acquisitions

• Advised the investment professionals on target markets, best routes to markets, with projected revenues, performing due-diligence on prospective companies• Developed global business plans for prospective companies for the board of investors

- Full responsibility for the company’s largest business division, with over $1.5B in annual sales - Directed a worldwide team of over 500 Sales, Marketing and Product Development Specialists- Strategic development and execution of bespoke infrastructures supporting Sales, Marketing, and Channel Management throughout the America’s, Asia Pacific, Europe, Middle East & Africa- Developed market share by 25% and operating profit by 10%, over 3 years through the implementation of innovative marketing plans, strategically viable product and market initiatives- Diversified the market and product portfolio to reduce dependence on US domestic market, developing new markets by 10% in year one and 15% in the subsequent two years - Strengthened sales and marketing approach to produce a 45% increase in prospects through the launch of new products, strategic partnerships and region specific marketing campaigns- Seconded to resuscitate a failing America’s Sales Division, reversing the trend within 12 months and growing the business by 22%, returning $210M of revenue and $72M of operating profit- Headed up the acquisition of Gerstenberg & Shroeder from concept, leading the commercial due diligence, through to agreement, realignment and successful incorporation into SPX - Identified and recruited top-tier industry talent, and groomed management professionals for key executive positions

- Corporate responsibility for the integration of the largest acquisition $850m, into the SPX family- Redeveloped the company’s global business plan in response to financial market collapse, focusing on component product sales to offset the large reduction in major project spending- Transformed component sales growth by 300% in 2 years, launching innovative campaigns, applying new sales strategies and identifying new products and markets- Implemented monthly sales forecasting and competitive analyses to determine product performance and develop underperforming regional markets- Minimized risk exposure globally on larger capital projects and ensured continued expansion by carefully assessing political, economic and cultural trends internationally and implementing proactive measures to assess potential threats

- Developed a platform for all of SPX’s component products throughout the region of Europe Middle East and Africa, amalgamating 12 individual companies into one business division and growing the business from $40m to $300m over a 10 year period - Conducted business reviews with partners, recommending improvements and training sales agents and distributors on cold-calling and associated techniques. - Developed profitable business models based on market trends and competitor activity, implementing sales programs for product positioning and promotions - Analysed sales contracts with respect to legal and financial perspectives- Established a direct sales model and built an extensive distributor network throughout the regionKey Achievements:- Achieved number one position with two major US manufactured product lines in a European dominated manufacturing arena- Due to successful management was given expanded responsibility for eleven of the other sister company component sales over this period- Chosen as the main commercial lead on the acquisitions of Johnson Pump in 2006 for $130m and APV in 2007 for $850m, having responsibility for all aspects of the due diligence process- Recognized as the conduit for the resolution of customer conflicts and related concerns- Demonstrated first-rate communication and negotiation skills through sales completions of premium accounts, 
generation of new business and problem accounts resolution

During this six year tenure I was promoted rapidly throughout the company holding positions of Shift Management, Production Management, General Management, Process & Product Development Management and Logistics Management throughout Ireland, UK and the USA and consistently over achieved set goals and targets.