AgTech company that built the worlds first NPK soil sensor. The data our sensors produce improves farmer's profit and crop yield while mitigating environmental risk, helping the world feed the next billion people sustainably.

TCP Ag Research Co. is a precision agriculture company dedicated to helping farmers monitor and manage soil health. We believe soil health is critical to crop yield, and that our platform can help farmers reduce crop input, build regenerative practices, and maximize profit.

Hold key responsibility for the company's strategic growth, overseeing sales and business development departments as top level executive manager. Supervise, mentor and lead team of 7 direct reports with an emphasis on revamping teams to optimize performance for both current and future objectives.

OVERVIEW:Promoted to manage all aspects of 2 separate Southwest Region Service Centers (Arizona and New Mexico), with full P&L accountability for regional remanufacturing/service facilities that generate over $160 million in annual revenues. Developed and coordinated strategies to achieve regional strategic goals. Led team of 250+ within the region, including 5 direct reports (Operations, Finance, HR, Commercial Sales, and EHS). Reported to the Vice President of North America Sales. Created strategies for on-time delivery, factory efficiency improvement, sales and service growth, and management development goals.HIGHLIGHTS:★ Created new processes to achieve 20% annual growth increase that focus on utilizing the “voice of the customer” principles and lean methodologies.★ Developed strategy to guard against low-cost competitors and grow service activities within a downturn market. Worked jointly with aftermarket executives on leveraging business to grow regional market share. Instituted sales programs that added value beyond services previously provided by the company★ Designed and executed processes to reduce customer downtime 85% when replacing major shovel components (cut process time from 21-28 days to 3 days). ★ Built intercompany network to share ideas on a national vs. a regional scale, with shared ideas linked to decrease time for assembling shovels, improve manufacturing practices, strengthen communications with customers, and increase front office efficiencies.

OVERVIEW:Brought on board to develop strategies, structure, and processes for 130 worldwide service centers to improve internal consistency (via standardization) as well as competitive positioning within the marketplace. Additionally tasked with expanding the footprint of global service centers and manufacturing facilities. Devised and executed plan to standardize facilities and update/renew the operational footprint; worked with architects and engineers on design of modular facilities to expedite manufacture of parts ranging in scale (facilities ranged from 15,000 to 50,000 sq. ft. and project costs from $15 million to $60 million). Managed team of 6 and reported to the VP of Aftermarket.HIGHLIGHTS:★ Led successful development of internal business procedures that were utilized as best practices for over 130 service assembly and fabrication locations.★ Created business cases for the Board of Directors who approved 5 major projects that focused on building or updating infrastructures within the 1st year (including $90 million in approved projects in year 1).★ Managed 4 projects (total value of over $20 million) on 4 different continents, achieving time and budget objectives on each project.★ Provided multiple recommendations to senior management that involved facility size/scope and procedural overhauls that were subsequently implemented. Recommendations led to promotion.

OVERVIEW:Managed 4 product platforms that generated total of $600 million in annual revenues. Worked with business unit team members and product specialist to create objectives, goals, and brand metrics for improving future product/business performance. Developed frameworks and presentation models to communicate recommendations to senior executives on product context and strategy, market growth, and intended market share. Contributed to M&A initiatives in terms of closing product gaps. HIGHLIGHTS:★ Increased revenues 30% by instituting multi-pronged strategy that focused on new product information, stronger field support, concentrated selling efforts, and better dealer-to-customer support programs.★ Played critical role in maintaining and strengthening the global marketing process from strategic planning to tactical implementation. Created marketing strategies driven by senior management, worked with stakeholders from various groups to foster alignment across business lines, collaborated with business units on designing tactical plans, and performed analyses that identified under-served markets.★ Facilitated significant increase in sales growth by conducting analysis to build for more customer-facing team members, leading to improved customer support, increased communications with management, sales and engineering, and subsequent sales growth.

OVERVIEW:Project Manager/M&A Integration, Moline, IL, 2007-2008Product Integration Project Manager/Engineer, Davenport, IA, 2006-2007Supply Management (Logistics Specialist II), Moline, IL, 2005-2006Manufacturing Supervisor, Moline, IL, 2004-2005Process Methods Engineer, Assembly & Fabrication Center, Moline, IL, 2001-2004HIGHLIGHTS:★ Completed and documented world-class integration process adopted by the enterprise for use as the roadmap guiding future acquisitions (significant win).★ Implemented tooling program that achieved 30% cost savings by integrating acquired product with an existing product line; led manufacturing integration for John Deere/Timberjack M&A activities.★ Drove 27% decrease in shipping defects and 20% increase in supplier productivity as well as a 20% increase in supplier on-time delivery by working with fabrication and assembly suppliers to develop logistics programs for improving quality and delivery performance.★ Reorganized department to reduce historical bottleneck 30% while achieving the department’s financial goals. Ensured fulfillment of production goals and quality standards.★ Established best methods for machining parts and assemblies.OTHER POSITIONS:→ Project/Industrial Engineer, Honeywell – Generated $500,000+ annual cost savings by designing products that achieved 45% decrease in production defects and increase in overall product quality. Drove cross-functional projects for business results.→ Industrial Engineer, Boeing (Gantry Machining & Fabrication Center) – Captured $3.5 million annual cost savings by designing product used to generate 60% reduction in machine set-up time. Led Continuous Improvement Kaizen efforts. → Production Manager, Wire Harness Division, Hood Cable Co. – Increased efficiency from 68% to 95% in production within 2 months by using industrial engineering concepts. Led team of 70+ in meeting/exceeding production and quality goals.