Kele is the leading distributor of parts for building controls and automation because we help building automation professionals win. Foremost, we simplify their supply chain, & we deliver an unrivaled customer experience through: personalized solutions, innovative technology, unparalleled product offering, & world class logistics.As Chief Product Officer, I lead a team of professional Product Managers who keep Kele at the very top of solution choices for our customers. We offer over 100,000 items from 300+ of the best companies who make products for the controls and automation professionals. Our job is to grow our business by having the best items for our customers’ controls and automation needs, and by helping our supply partners to grow through our customer reach and loyalty.What we are working on:• Improving product portfolio to achieve 25%+ sales contribution from products introduced within last 3 years.• Growing sales with our Preferred Partners 2X industry growth.• Margin Expansion through product choice intelligence and market price alignment.• Expanding our product performance analytics.

Repatriating transitional role leading 2 key business initiatives, and supporting Operational Excellence programs/new ERP deployment. ➢ Developed and deployed Sales Management Excellence program from the Pathways to Growth/BCI template for Trane NA targeting the development of Sales Manager skills: coaching for predictable performance, delivering sales results per forecast. Deployed to 50% of the selling organization (1,300) with 95%+ program structure compliance.➢ Led a cross-functional matrixed team (sales, manufacturing, distribution, finance) using Lean tools to improve cash flow by converting returned unit dead inventory into revenue. Implemented MDI boards, 9-Steps, and used Strategic A3 to guide actions that resulted in $1.2m in free cash flow.

Selected by Executive Leadership to turn around and grow businesses in Eastern Canada ($160million, 400+ associates, and 7 offices), with key focus on distressed and deteriorated Toronto organization that was losing key sales associates. Goals were to raise level of leadership, improve organization culture, grow business. Business processes were quickly established and business grew predictably. Results were achieved through leading employee personal development, communicating local vision and mission, instilling organizational accountability. Achieved assignment goals 6 months ahead of schedule.Major Accomplishments➢ Grew profitability by 24%, 2.9pts, through improved business processes and organization changes.➢ Improved employee engagement scores from below average to 15 pts. above company average as revealed in last company-wide survey.➢ Achieved 100% Account Manager retention through personal development and leadership engagement.➢ Refocused sales influence assignments and activities to drive favorable project specifications, resulting in 88% closure rate, and growing backlog of project designs around Trane brand.

Moved into territory leadership team to regain lost market share in Equipment/Systems business, as well as improve price levels. Worked with all Sales Leaders to develop their leadership skills in Account Management, Opportunity Management, Organizational Accountability, and Talent Development. Position required significant time working directly in sales offices, and interfacing with product management to develop and execute programs.Major Accomplishments:  ➢ Improved declining share in Applied products, +2.2 points, and Unitary products, +1.1 points, by directing office efforts and organizing targeted product penetration campaigns. ➢ Increased market share of key product, Centrifugal chillers, by 6.1 points in one year by directing selling efforts; organized territory advanced technical training event to overcome lack of technical knowledge that was contributing to lagging share results.➢ Engendered major contributions and leadership in Drive for Share campaign where support tools, planning, action, and follow up drove changes in field offices to better market and sell Trane commercial systems and products. ➢ Participated and contributed to successful company-wide Cash Flow campaign in 2009 that developed new processes to improve cash flow. Led two initiatives for HVAC equipment business stream program team, exceeding financial goal by over 125%.➢ Drove the acceptance and utilization of our Critical to Close process (early sales planning and influence execution) that has had a dramatic impact on our performance in 2012 – drove share and volume. Closure rate, volume, and # of jobs exceeds all other territories and we continue to expand the program.➢ Team member of in a very successful company-wide Cash Flow campaign in 2009 that developed new processes to improve the cash flow. I was part of the HVAC equipment business stream program team and led 2 initiatives for the team. Program exceeded its goal by over 125% in 2009

Business leader for Trane’s South Carolina District with full business responsibility – revenue to operating income, leadership staff, organization structure, and staffing. Ran a $48 million comprehensive HVAC products and services business that includes: equipment sales, service, retail parts, and contracting (controls systems, turnkey installations, and major energy savings performance contracts). Major Accomplishments:  ➢ Generated CAGR of 16% and 43% operating profit leverage through top line initiatives and reorganization.➢ Restructured and rebuilt distressed service business, significantly growing profit each year from -4.2% return on revenue in 2004 to +5.5% in 2005, and consistently building thereafter.➢ Successfully completed construction phase of Trane’s largest to date Energy Specific Performance Contract at Charleston Air Force Base (total value of $47 million – 21 year project). Drove 25% increased profitability through supplier management practices and internal cost controls.➢ Extensively utilized top grading hiring practices, and generated positive corporate culture. ➢ Initiated and led Customer Loyalty program to improve customer tether through direct customer personal interaction and memorable customer service.

Position was to work with the commercial sales offices in the Southeast Region to attain regional volume quota, market share expectations, and price levels of all Trane commercial products. Position required significant time working directly in the sales offices, and interfacing with corporate to develop and execute programs.Major Accomplishments:  ➢ Improved share from 34.8% to 44.3 % (highest region in company) by directing office efforts and organizing targeted product penetration campaigns.➢ Led two Policy committees for company. 1.) Changed 30-year old policy of sales commission division based on tasks to commission division based on sales influence. 2.) Created new commission definition for integrated sales of multiple services and multiple offices.➢ Led distribution side of company’s process to assign share, order and price goals to all sale offices in North America. Coordinated goals to be consistent with manufacturing goals.➢ Selected to participate in first class of Trane Leadership Development Program. A program designed to develop the new leaders in Trane to run the complex businesses in the local sales offices.

Promoted to manage the marketing of the Lexington Business Unit to speed the launch of a new product and develop new sales and marketing tools for all products. Managed team leaders who were responsible for product management, product support, regional sales, and technical service. Major Accomplishments:➢ In three years, grew same product sales from $200 million to $250 million and market share by 5 points, from 39% to 44%, by initiating and leading actions from strategic analysis of product, competition, sales and marketing practices, and internal support processes. ➢ Improved product margins by an average of 3.5% by restructuring price model to increase penetration of large jobs and improve margin capture of small projects. ➢ New marketing actions included extensive national sales training and customer education programs in various mediums (seminars, CD, video, satellite broadcast), produced new electronic sales tools, improved selection programs, built support website. ➢ Initiated a series of expert broadcasts that is still used today as a primary Trane brand influencer.➢ Adjusted organization alignments and processes to improve customer service and provide professional growth for team members. ➢ Also led the coordinated North America marketing and sales programs for Trane’s entire applied AHU products lines.

Led teams responsible for the sales volume, market share, price, technical service, and quality of three main product lines for a $60 million business unit of the Trane Company. Unique experience included maintaining separate distribution channels (agents and distributors) from the main Trane Company distribution channels for a dual brand name product line. Major Accomplishments:➢ Grew sales volume by 30 %, market share by 16% (5 points) and price by 4% in two years through intense competitive analysis, product positioning, sales force education, and national distribution development.➢ Managed and developed multiple distribution channels for dual branded commercial and residential products.➢ Started as Sales Manager and received additional responsibilities of Marketing and Technical Service.➢ Improved product support through organization re-alignment.

Responsible for the development and growth of 17 commercial Trane Sales Offices in the Building Automation Systems (BAS) business with direct quota responsibility. Worked with individual offices on BAS profitability, sales effectiveness, market strategies, office contracting organization, estimating and pricing practices, product updates, and major project sales presentations. Major Accomplishments:➢ Doubled regional sales in 5 years while exceeding quota goals 4 of 5 years. ➢ Led several offices to new organizations. ➢ Instrumental in strategic selling key projects with planning and presentations.

Sales of installation, service, and financial performance contracts of commercial temperature controls systems, building automation systems, fire alarm systems, security systems and HVAC systems retrofits. Sales focus was primarily direct to owners in the existing building market.