Responsible for all Aftermarket commercial operations for KION North America. Leading a team of experienced, effective professionals that support our dealer network with the passion to support the dealers in their efforts to support our mutual customers.

Responsible for providing leadership to the Aftermarket group. Leading a fine group of people engaged in customer support, aftermarket parts, customer service support and training.

Developed and implemented global pricing and product portfolio management strategy for Aftermarket parts. Redesigned and led parts lifecycle management effort from product development to retirement, aligning product marketing, communications and cross-function product support to accomplish Aftermarket goals. Managed team of 16 people with $1M budget and 65,000 parts SKU’s.• Established commodity-based pricing and initiated regional pricing relationships, recognizing regional market factors and creating global alignment of commodity prices and relational prices between components to drive incremental revenue and profit. • Identified key cross-functional strategic and tactical initiatives by creating focus for new product development, portfolio lifecycle management, and combined product/pricing/procurement strategy. o Grew revenue from $4.6M to $8.7M in 3 years by creating new JLG private brand for competitive parts and expanding growth initiative. o Enhanced JLG’s ability to sell remanufactured products by partnering with industry-leading remanufacturing core management company.o Led strategic alignment improvement between purchasing and aftermarket teams that led to identifying key commodity cost savings ($1.2M for filters), product changes (new filter packaging) and economies of scale (potential $2M+ cost savings for lubricants) as well as developed new go-to-market strategies, optimized inbounds logistics costs (Europe), initiated low cost country sourcing opportunities. • Improved revenue 9% in Brazil Aftermarket by leading effort that brought pricing strategy in alignment with global initiatives, identified new products for local market and started effort to source products at local level.• Redesigned department structures for both pricing and product management, allowing for team development and job progression.

Managed a 27-member team responsible for Pricing, Market Planning and Research teams, a $4M+ budget • Developed and implemented pricing strategy for Freightliner and Western Star trucks, establishing base model market pricing and option pricing strategies for all components.• Created strategic pricing approach for vertically integrated Daimler products introduced to the market, resulting in a price structure that aligned with customer ROI from powertrain efficiency gains.• Maintained effective pricing process that supported DTNA truck sales efforts by leading both strategic and operational pricing efforts.• Drove future product and market strategies by providing overall market and DTNA volume/share expectations and trend analysis; market research input included strategy development to Marketing, Sales and Engineering.• Implemented “Innovative” approach to product design and market/competitor analysis that led to improved internal strategic alignment utilizing cross-functional team workshops, war gaming exercises and custom benchmarking approaches. Identify ROI scenarios for new product design releases, working with financial and engineering groups. Maintain dealer prospecting system to provide individual market analysis by dealer AOR; utilize this system to develop target marketing programs

Represented the Daimler Aftermarket team and drove additional company value by focused identification of incremental profit opportunities through either new incremental revenue, strategic direction or reduced cost base. Presented Repositioning results to the Aftermarket management team and DTNA Executive Committee.Achieved $120M sustainable profit 3-year goal in two years

Developed and implemented marketing strategy, including branding strategy (private brand label Alliance Parts), product portfolio strategy, market communications and pricing strategy for Aftermarket parts distributed by DTNA (both truck and Detroit Diesel engines). Directed strategic and tactical planning, design, communication and promotion activities for all Product Marketing Programs and new Product Releases. Managed a $18M budget, over 400,000 parts sku’s and led team of 48 employees.• Increased Aftermarket parts margin from 27.8% to 32.1% and improved gross profit in a price sensitive, difficult market.o Led development of future pricing strategies, allowing for additional margin yield through various pricing models.o Attained $120M in incremental pricing profit by leading install of new Aftermarket pricing software, which improved Aftermarket parts margin via pricing.• Directed and maintained marketing efforts with 80% new staff (from cross-country move) and reduced budgets.• Initiated Business Development Council that incorporated dealer participation in DTNA Aftermarket marketing strategy.

Chief Accountant for DTNA accountable for timely and accurate recording/reporting of consolidated company financial results. Established, documented and communicated required accounting approaches in recording all transactions; managed 21 employees. Presented DTNA monthly financial results to CEO and CFO of DTNA. • Ensured financial records were completed in accordance with GAAP and IFRS accounting principles; provided guidance to all subsidiary company financial personnel.• Developed/documented data control points, ensuring company financial results were recorded in accordance with Sarbanes Oxley (SOX). • Established and maintained strong communication channels with DTNA Division Controllers, including being primary liaison for financial reporting to Germany, making certain reporting alignment with overall Daimler standards, and responsible for North American year-end audit planning.

Oversaw all corporate financial management and administrative functions for multi-location, $100M sales truck dealership. Co-led the implementation of new dealer business system. Directly managed accounting, IT, HR and admin functions of the dealership.• Revenues grew 20% during my tenure by providing financial and operational guidance. • Coordinated and managed strategic planning, business planning/budgeting, payroll, cash management, risk management, inventory management, and benefit plan design and company internal control structure.• Saved company $150K / year by redesigning banking, auditing, insurance (risk) and benefit plans.