Oversee the entire lifecycle of project/product development by serving as the key point person between the company and OE Manufacturers. Lead all aspects of project management to guarantee efficient completion within scope, budget, and deadline. Focus on All-Electric HVAC transit systems.Utilize MS Project to establish project gates to monitor status, assess risks, resolve problems, review costs, and facilitate communication with the project team.Interact with the Engineering Team on a weekly basis to ascertain that project requirements and schedules are on track; determine improvement areas and make necessary modifications.Supervise a team of 3 – 4 members while also managing relationships with outside manufacturers to ensure program integrity.Research, identify, and recommend solutions to reduce costs and increase ROI and margins of new and existing products.Assist sales team in strengthening partnerships with several major OEM accounts while cultivating new business opportunities with other independent accounts to drive growth.

Drove top and bottom-line growth by developing new products, improving existing products, enforcing innovative sales strategies, and conducting competitive research to identify new business opportunities; designed marketing initiatives, promotional campaigns, and sales presentations focused on dealer development in order to achieve revenue objectives.Liaised with senior personnel, major bus OEMs, and end-users to discuss product performance, packaging, and appropriate technical specifications; devised effective strategies to reduce installation time and expenditures during the manufacturing of vehicles and systems; enforced best practices to minimize material and labor costs. Oversaw new product development by utilizing MS Project Management tool; conducted feasibility study on new projects to identify projected design time, costs, and resources; presented findings to senior management to enable sound decision-making; headed prototype testing and installation by working intensively with OEM engineering departments.Articulated the voice of the customers to recognize, develop, and recommend new product development opportunities; defined new product designs to capture the customer’s growing needs, requirements, and expectations.Strengthened relationships with significant clientele to cultivate new sales opportunities, optimizing business profitability.Consistently achieved growth and hit sales targets by managing top-performing teams and enforcing efficient sales processes.Created end-user pull through by building solid relationships with OEMs, end-users, and dealer networks; forged long-term partnerships with key influencers within the shuttle bus and transit authorities, school bus districts, and OEMs.Served as the primary trainer and mentor by providing approximately 200 training classes to OEMs and end-user technicians on HVAC and other technical topics; conducted sales training for OEM salesforce to enhance product knowledge.

Directed daily business operations of multiple locations by holding full accountability in coordinating and executing sales, maintenance, and customer service functions while leading a team of regional directors overseeing fleet maintenance operations in Arizona, California, Texas, and Wisconsin. Partnered with senior leadership to formulate and implement core business strategies and goals that aligned with corporate objectives and enhanced customer relationships.Delivered detailed presentations to customers, demonstrating the value proposition of products and services to drive interest.Maximized business profitability by negotiating competitive product pricing with customers and team members in compliance with company policies and procedures.Generated new business opportunities by executing extensive market research, prospecting new customers, and coordinating comprehensive sales presentations; communicated with team members to create business development opportunities to increase sales performance and revenue growth.Developed and tracked key metrics to determine inefficiencies and initiate corrective action plans to address the issues.

Managed all aspects of B2B and B2C sales, including designing marketing initiatives, promotional campaigns, and sales presentations focused on dealer development; administered new product development and product improvement to meet and exceed customer expectations; uncovered new business opportunities by conducting extensive market and competitive research, as well as coordinating and leading all sales and marketing activities for the company’s key target markets.Penetrated new market segments by developing innovative plans to propel sales and revenue growth; performed thorough market research to identify key pricing levels that drove profit margin improvements.Instituted product solutions to exceed overall expectations of OEMs and end-users; built and maintained partnerships with other manufacturers to consistently provide new products that meet the individual needs of the customer base.Served as a valuable resource for all company dealers by rendering technical and sales support to boost performance, sales penetration, and business growth.Delivered training programs and presentations to customers and dealer staff on effective technical and sales techniques.Championed the highest level of customer satisfaction by creating third-party warranty programs and deploying effective technical resolutions in collaboration with dealers/OEMs and engineering departments.

Provided strategic leadership for maintenance and facilities operations, leading a team of 177 bargaining and exempt employees, as well as a fleet of 247 coach buses and 481 vanpool/support vehicles. Directed operations at 15 transit centers and 7 buildings with 924K+ sf of property. Held direct accountability for overseeing 5 business units, including automotive, bus, facilities, technical training, engineering and safety. Managed and allocated a $25.6M budget. Developed and tracked department metrics, monitoring team performance to ensure attainment. Held full P&L accountability, tracking all inventory levels to eliminate loss and maximize profit. Conducted regular operational assessments, implementing new strategies and initiatives to drive continuous process improvement. Coordinated and managed the execution of fleet maintenance and property maintenance activities.

Responsibilities included the ability to lead, develop and maintain a highly motivated group of Service Engineers responsible for the full Industrial Gas product range. Ensured frequent contacts/communication with Customers, Engineering, Product Development, Manufacturing Engineering, Marketing and VPI Project Management. Development of evidence plans and quality gates.Leadership responsibilities included evaluating, identifying, and developing support requirements with the distributor network for the introduction of traditional and new industrial gas products. Ensured that the immediate response and corrective action was communicated to the DSFE when a product incident report was submitted. Led and participated in the continuous development of platform training aids and developed the strategy for delivery to distributors/customers/OEMs, internal customers, and customer support groups. Directed the development and implementation of a training CD used by distributors to train their DFSE’s and technicians towards gaining a better understanding of the Industrial Gas Engines. Significant events included the development of a Six Sigma Green Belt project that reduced the cycle time for reporting claims during the warranty period. The process that was developed and applied encompassed all KV products and significantly reduced the warranty exposure to large dollar claims. Developed and implemented a process and procedure that significantly reduced the communication time between the DFSE and service engineering. The new process allowed for a substantially quicker response to correct field problems, while reducing the customer’s dissatisfaction and corporate financial exposure.

Responsibilities included the technical account management of Freightliner Custom Chassis, Mack, Volvo, BlueBird, Thomas, Vanhool, New Flyer, Gillig, NABI, Orion, Neoplan, El Dorado National and other major motor coach manufacturers. Leadership responsibilities included technical service support, joint customer complaint investigations with the OEM Field Service personnel, representing Cummins on all OEM/Cummins teams, pursuing programs which “directly” reduced customer cost of ownership of the products and the development, maintenance, and delivery of top quality literature and service practices necessary for proactive customer support. Further Leadership responsibilities were to provide Customer Engineering with a thorough assessment of field problems and customer support, DFSE’s and Field Service areas, as required on cross functional service issues. Significant events included the identification of a significant cost per engine (CPE) on the automotive natural gas engine applications. A cross-functional team was organized to develop the proper IQA process, which directly reduced the CPE. Another significant event was a high failure rate with air compressors applied to transit applications. The air compressor failures continued to increase, which was directly affecting the CPE. Pulling a cross functional team together that encompassed Holset, Customer Engineering and Application Engineering, made it apparent that the failure was related to the initial hydraulic load applied to the air compressor when the cooling fan was engaged. Application Engineering Bulletins outlined how to protect the air compressor from the hydraulic load that was transitioning from the pump. A rapid problem solving (RPS) process was developed to create customer engineering rapid problem solving (CERPS). Utilizing this process increased the ability to address technical problems more quickly, reduced the CPE, and increased customer satisfaction.

Promoted to role due to contributions while in Account Manager role. Guided the professional efforts of a team of service engineers responsible for the full industrial gas product range. Built and managed relationships with customers, as well as engineering, product development, manufacturing engineering, marketing and VPI project management departments. Developed evidence plans and quality gates, strategies, process improvements and departmental procedures. Worked with mining industry customers and products, including fracking equipment. Evaluated, identified and developed support requirements for distributor network related to introducing traditional and new industrial gas products. Reviewed product incident reports and ensured the timely response and resolution. Developed multiple platform training aids and oversaw the delivery for distributors/OEMs, internal customers and customer support groups. Directed the development and implementation of training CD used by distributors to train their technicians. Participated in Six Sigma Green Belt project; developed new process that decreased warranty exposure by reducing the cycle time for reporting claims during the warranty period. New process led to significant improvement in customer satisfaction and corporate profitability. As account manager, held full responsibility for a large technical account base that included Freightliner Custom Chassis, Mack, Volvo, BlueBird, Thomas, Van Hool, New Flyer, Gillig, NABI, Orion, Neoplan, El Dorado National and other major motor coach manufacturers.Integral team member for the development of proper IQA process for automotive natural gas engine applications to reduce CPE (cost per engine).