World leaders in acid process and recycling solutions for metal production, metal finishing and mining industries. Scanacon offers technology and knowledge-based solutions to maximize productivity, minimize resource usage and minimize waste discharge to the environment.

SALES MANAGEMENTNew Business Development | Key Account Management | Account Penetration | Strategic Partnerships | CRM/Salesforce.com | Pipeline Mgmt./Forecasting | Negotiation & Closing | Lead Generation | Solution Selling | Relationship Selling | Customer Service | Consultative Sales | Sales Presentations | OEM Management | Incentive Planning | Distribution strategiesMARKETING AND COMMUNICATIONSMarketing Management and Strategy | Multi-Channel Marketing – B2B and B2C | Brand Development & Positioning | PR | Customer Segmentation | Competitive Intelligence - Benchmarking | Email marketing | Web development | Google analytics | eCommerce | PPC / Google Adwords | Remarketing | Social Media | Direct marketing | Advertising Agency | Experiential marketing | Pricing strategiesOPERATIONS/GENERAL MANAGEMENTP&L Management | Budgeting | Board Relations | Private, Public, & Non-profit Management | Corporate Governance | Salary and Benefits | Workforce Development | Supply Chain Management | Strategic Planning Leadership | Product Justification | Government Relations

Recruited by the President to transition sales and marketing operations from a third-party organization to an internal team, and to rebuild the sales, marketing, and operations to turn-around the business unit after three years of declining sales. Served as General Manager with P&L responsibility leading sales, marketing, engineering, and manufacturing operations within a global, matrixed organization. • Spearheaded the creation of a digital marketing strategy with a heavy focus on pay-per-click (PPC), social media and content marketing. Used marketing analytics to continuously optimize tactics. Resulted in a 290% of Facebook pages likes (52k to 202k), which a corresponding 270% increase in monthly web site sessions, within four months.• Developed customer segmentation model utilizing data gathered from marketing analytics, point of sale data, and voice of customer primary research.• Reversed history of steeply declining sales, improving the business unit to be on target to achieve a 5% growth by expanding account management and changed to a segmented focus between warehouse distributors and retailers.• Increased sales by liaising with engineering to increase number of brake pad SKU’s by 13% and rotor SKU’s by 40%. Developed product roadmap with an structured process for releasing future SKU’s• Decreased order cycle time from 5 days to 3 days and increased on-time delivery percentage from 89% to 96% by developing detailed demand models and rebalanced inventory of raw materials and finished goods.

Top level sales and marketing executive reporting directly to the Managing Director. Managed a team of twenty-four that included seven sales people and nine marketing and production personnel as well as an Advertising Agency. Focused on revenue growth and marketing ROI by developing and executing data driven sales and marketing plans. Increased revenue (22%) & EBITDA (256%) after years of declining revenue in a mature market. P&L responsibility for three of the company’s six business units. Target markets included aerospace, automotive, gear manufacturing, heat treating, medical device, primary metal manufacturing.• Reorganized sales team from a regional to a product focused structure, and restructured incentive plans to improve focus and drive desired results. Sales team achieved a 12% annual growth in sales and exceeded group sales goals by double digits every year.• Implemented a sales strategy for top 20 customers and maintained direct involvement with the decision makers within those companies, increasing their year over year sales by an average of 18%• Successfully developed and implemented a digital media strategy (including email marketing, redesigned website, pay-per-click, and remarketing – LinkedIn & Facebook) to balance existing print/direct mail tactics. Utilized customer segmentation and A/B testing to measure and optimize the shift in marketing strategies which translated to a 23% reduction of marketing costs while growing revenue by 22%.• Implemented data‐driven processes and models to using quantitative analysis to evaluate under-performing product lines, identify corresponding root cause, and develop remediation plan or sunset.• Led a complex rebranding of the parent company and its subsidiaries, including PR/communications strategies, development of a brand platform and brand identity, creation of a detailed brand identity guide, and policies and procedures to ensure proper use of the brand by all stakeholders.

Led the successful sales and marketing turnaround of CuraFlo, a company which manufactures and installs a proprietary epoxy to rehabilitate potable-water pipes from several locations across North America. I was also responsible for the US Operations, including P&L . • Rebuilt the North American sales team and business strategy resulting in a 35% sales growth as well as a 300% increase in the pipeline of prospective projects over a two-year period• Reduced operating expenses by $2M, which in conjunction with the 35% sales growth, resulted in a positive EBITDA after four years of consecutive losses averaging $1.5M per year• Led Vancouver, BC sales team and grew sales by 21% in a mature market• Transitioned marketing from an ad agency based strategy to in-house and freelance marketing professionals to reduce costs in response to the economic downturn• Developed and implemented a marketing strategy that focused on digital media and social networking initiatives versus traditional print media, and utilized analytics to optimize ROI, resulting in a 27% increase in leads while reducing the marketing budget by 70% through the following strategies: • Built and led US sales and field installation teams to grow US revenue by 160% and achieved the first positive EBITDA since the group’s inception in 2006

P&L responsibility for the Commercial market channel reporting to the VP of Sales and Marketing. Managed the US commercial sales team, as well as coordinated global accounts with Kinetico’s subsidiaries in Canada, England, Denmark and France. Equipment was sold business to business to OEM customers. • Merged three separate market channels into a single focused group resulting in a 65% increase in sales and increased profitability.• Led the sales efforts with Veolia Environment (€32 billion, French based company) including presentations in Mexico City and Paris, resulting in $350,000 in sales in 2008.• Led the development of the commercial brand including print ad and direct mail marketing campaigns, as well as complete redesign of the website.• Negotiated global supply agreements with commercial OEMs such as Siemens.• Restructured commercial customer support department to provide support for commercial customers.• Implemented a company-wide standard CRM package to allow for better communication between the sales groups as well as between sales and customer service.

P&L responsibility for the Municipal market channel reporting to the VP of Sales and Marketing. Managed the municipal sales and marketing efforts in US and Canada; typical sale ranged from $400,000 to $1,000,000 with a 1-3 year sales cycle, and primarily sold through a competitive bid process.• Made market channel profitable (-3% NOP in 2004 to 5% NOP in 2005) by reducing product cost, increasing percentage of competitive bids won, and decreasing expenses.• Achieved an average yearly sales growth of 47%.• Implemented a product cost reduction program that resulted in a 25% average cost reduction.

Managed the municipal sales and marketing efforts in US and Canada. Achieved an average yearly sales growth of 81%. Hired sales team of regional managers responsible for managing independent sales rep firms. Set-up a network of independent sales rep firms covering US and Canada. Developed cross-functional “bid team” to improve response time and accuracy of competitively bid projects. Co-wrote and executed business plan to expand municipal sales into Canada in 2001.