Experience

Ariston USA

• United States
• Machinery Manufacturing
• 1 - 100 Employee

• Vice President of Sales

  • Dec 2022 - Present



Green Owl Energy Solutions LLC

• United States
• Appliances, Electrical, and Electronics Manufacturing
• 1 - 100 Employee

• Advisory Board Member

  • Mar 2021 - Present

  Provide strategic planning, product and marketing expertise to drive revenue and profit growth. Provide strategic planning, product and marketing expertise to drive revenue and profit growth.



Kinetico Incorporated

• United States
• Manufacturing
• 200 - 300 Employee

• OEM Business Development Manager

  • Nov 2020 - Dec 2022



Rinnai America Corporation

• Wholesale Building Materials
• 300 - 400 Employee

• Senior Director of Commercial Water Heating Division

  • Aug 2014 - Sep 2020

  Rinnai is the leading brand of commercial and residential tankless water heaters in North America. – Led a team of 30+ people in the Division; grew revenues to over $50M with a 15% operating income. – Held P&L responsibility and oversaw Product Development, Service, Specification Sales, Business Development, National Accounts, Factory Operations, Applications Engineering, and Field Service and Installation. – Achieved four consecutive years of 30% YOY growth in a category… Show more Rinnai is the leading brand of commercial and residential tankless water heaters in North America. – Led a team of 30+ people in the Division; grew revenues to over $50M with a 15% operating income. – Held P&L responsibility and oversaw Product Development, Service, Specification Sales, Business Development, National Accounts, Factory Operations, Applications Engineering, and Field Service and Installation. – Achieved four consecutive years of 30% YOY growth in a category growing at 3% annually – grew top line revenue 3x in only four years. – Consistently exceeded plan numbers in both revenue and operating profit by 8-10%. – Created and executed division mid-term plan that included completion of a products and services portfolio. – Created and successfully launched full service 24/7 direct-from-the-manufacturer water heater replacement business that generated $2.0M in gross revenue in the second year. – Created the concept of numerous commercial water heating configurations. – Established pricing structures, sales and rep agency incentive programs, and customer rebate plans. – Directed the production and inventory strategy of stock products. – Created and launched one of the first factory-direct, made-to-order, custom water heating solutions. Show less Rinnai is the leading brand of commercial and residential tankless water heaters in North America. – Led a team of 30+ people in the Division; grew revenues to over $50M with a 15% operating income. – Held P&L responsibility and oversaw Product Development, Service, Specification Sales, Business Development, National Accounts, Factory Operations, Applications Engineering, and Field Service and Installation. – Achieved four consecutive years of 30% YOY growth in a category… Show more Rinnai is the leading brand of commercial and residential tankless water heaters in North America. – Led a team of 30+ people in the Division; grew revenues to over $50M with a 15% operating income. – Held P&L responsibility and oversaw Product Development, Service, Specification Sales, Business Development, National Accounts, Factory Operations, Applications Engineering, and Field Service and Installation. – Achieved four consecutive years of 30% YOY growth in a category growing at 3% annually – grew top line revenue 3x in only four years. – Consistently exceeded plan numbers in both revenue and operating profit by 8-10%. – Created and executed division mid-term plan that included completion of a products and services portfolio. – Created and successfully launched full service 24/7 direct-from-the-manufacturer water heater replacement business that generated $2.0M in gross revenue in the second year. – Created the concept of numerous commercial water heating configurations. – Established pricing structures, sales and rep agency incentive programs, and customer rebate plans. – Directed the production and inventory strategy of stock products. – Created and launched one of the first factory-direct, made-to-order, custom water heating solutions. Show less



Cooper Lighting Solutions

• United States
• Appliances, Electrical, and Electronics Manufacturing
• 700 & Above Employee

• Director of NPD and Program Management / Director of the PMO

  • Jun 2010 - Jul 2014

  Cooper Lighting Solutions provides lighting solutions and an industry-leading portfolio of indoor and outdoor lighting, lighting controls, and smart lighting systems. Revenues are approximately $2B. – Led team of 13 Program Managers responsible for NPI Tollgate and multi-generational project planning (MGPP) processes. Managed 70+ active and 100+ potential projects representing $600M, or 40%, of division revenue. – Managed multi-million-dollar innovation capital planning and tracking… Show more Cooper Lighting Solutions provides lighting solutions and an industry-leading portfolio of indoor and outdoor lighting, lighting controls, and smart lighting systems. Revenues are approximately $2B. – Led team of 13 Program Managers responsible for NPI Tollgate and multi-generational project planning (MGPP) processes. Managed 70+ active and 100+ potential projects representing $600M, or 40%, of division revenue. – Managed multi-million-dollar innovation capital planning and tracking process – as well as NPD resource planning. Scope of responsibility included all functional groups and factories in the USA, China, and Mexico. – Implemented continuous value-added improvement ideas to current Innovation Stage Gate (DMEDI / Cooper’s PROLaunch) and product planning processes (MGPP). Reduced waste, improved effectiveness, and reduced NPI cycle-time by approximately 30% over three years (13.4 to 9.9 months), which created $120M additional revenue. – Led the complete overhaul of $10M Halo commercial product line, reduced SKUs 40%, COGS 10%, improved features, and increased previous year’s revenue by $4M and margin by $1.6M (40%). – Considered the “go-to expert” on project and program management, Stage Gates, Product Vitality, and NPI. – In charge of all divisional and corporate periodic reports and metrics on new product launch performance. – Member of the Corporate Program Management Council as well as Electrical Sector CTO’s global staff. – Created NPD report-out “battle rhythm” process ensuring timely and effective escalation and resolution. – Led New Product Velocity Project Kaizens in seven areas of strategic and tactical improvements; improved cycle time by four months. – Coordinated development and execution of a three-level, comprehensive Cooper Industries’ project and program management training program – basic PMBOK, high-level PM soft-skill “relationships,” as well as executive leadership’s role in PM. Show less Cooper Lighting Solutions provides lighting solutions and an industry-leading portfolio of indoor and outdoor lighting, lighting controls, and smart lighting systems. Revenues are approximately $2B. – Led team of 13 Program Managers responsible for NPI Tollgate and multi-generational project planning (MGPP) processes. Managed 70+ active and 100+ potential projects representing $600M, or 40%, of division revenue. – Managed multi-million-dollar innovation capital planning and tracking… Show more Cooper Lighting Solutions provides lighting solutions and an industry-leading portfolio of indoor and outdoor lighting, lighting controls, and smart lighting systems. Revenues are approximately $2B. – Led team of 13 Program Managers responsible for NPI Tollgate and multi-generational project planning (MGPP) processes. Managed 70+ active and 100+ potential projects representing $600M, or 40%, of division revenue. – Managed multi-million-dollar innovation capital planning and tracking process – as well as NPD resource planning. Scope of responsibility included all functional groups and factories in the USA, China, and Mexico. – Implemented continuous value-added improvement ideas to current Innovation Stage Gate (DMEDI / Cooper’s PROLaunch) and product planning processes (MGPP). Reduced waste, improved effectiveness, and reduced NPI cycle-time by approximately 30% over three years (13.4 to 9.9 months), which created $120M additional revenue. – Led the complete overhaul of $10M Halo commercial product line, reduced SKUs 40%, COGS 10%, improved features, and increased previous year’s revenue by $4M and margin by $1.6M (40%). – Considered the “go-to expert” on project and program management, Stage Gates, Product Vitality, and NPI. – In charge of all divisional and corporate periodic reports and metrics on new product launch performance. – Member of the Corporate Program Management Council as well as Electrical Sector CTO’s global staff. – Created NPD report-out “battle rhythm” process ensuring timely and effective escalation and resolution. – Led New Product Velocity Project Kaizens in seven areas of strategic and tactical improvements; improved cycle time by four months. – Coordinated development and execution of a three-level, comprehensive Cooper Industries’ project and program management training program – basic PMBOK, high-level PM soft-skill “relationships,” as well as executive leadership’s role in PM. Show less



Rinnai America Corporation

• Wholesale Building Materials
• 300 - 400 Employee

• Director of Marketing and Product Management / Global Product Manager

  • Dec 2008 - Jun 2010

  – Promoted to Director after two months (started as Product Manager in December 2008). – Planned and executed multi-million-dollar national marketing budget for the product portfolio. – Integrated product management and marketing departments; realized efficiencies and annual savings of $250K. – Identified and leveraged synergies with Australia, New Zealand, and European divisions including product ideation, product specification, resourcing, budget, costing, and go-to-market… Show more – Promoted to Director after two months (started as Product Manager in December 2008). – Planned and executed multi-million-dollar national marketing budget for the product portfolio. – Integrated product management and marketing departments; realized efficiencies and annual savings of $250K. – Identified and leveraged synergies with Australia, New Zealand, and European divisions including product ideation, product specification, resourcing, budget, costing, and go-to-market planning. – Led strategic planning process (market analysis and planning, product, financial, and revenue targets). – Created advertising budget; reduced expenses $650K (10%); increased Q1 leads and sales $6M (70%) YOY. – Developed resources required to achieve 2010 marketing goals including employee coaching, acquiring external support via media companies, ad agencies, and PR firms. – Created new interactive trade show concept; increased YOY leads by 50% during year of declining attendance. – Executed plan to maximize major advertising campaign with HGTV utilizing web, dealer, and wholesale channels. – Created ad campaign and promotions increasing website traffic by daily average of 80% resulting in sales increase of 70% YOY. This led to the best January in company history ($6M). – Created multinational product launch process to execute Rinnai’s largest North American new product launch ever (32 new models in one year) including a Hydronic Boiler product line and NextGen tankless water heater. – Member of leadership team that controlled expenses and realized profit goal during the recession. Show less – Promoted to Director after two months (started as Product Manager in December 2008). – Planned and executed multi-million-dollar national marketing budget for the product portfolio. – Integrated product management and marketing departments; realized efficiencies and annual savings of $250K. – Identified and leveraged synergies with Australia, New Zealand, and European divisions including product ideation, product specification, resourcing, budget, costing, and go-to-market… Show more – Promoted to Director after two months (started as Product Manager in December 2008). – Planned and executed multi-million-dollar national marketing budget for the product portfolio. – Integrated product management and marketing departments; realized efficiencies and annual savings of $250K. – Identified and leveraged synergies with Australia, New Zealand, and European divisions including product ideation, product specification, resourcing, budget, costing, and go-to-market planning. – Led strategic planning process (market analysis and planning, product, financial, and revenue targets). – Created advertising budget; reduced expenses $650K (10%); increased Q1 leads and sales $6M (70%) YOY. – Developed resources required to achieve 2010 marketing goals including employee coaching, acquiring external support via media companies, ad agencies, and PR firms. – Created new interactive trade show concept; increased YOY leads by 50% during year of declining attendance. – Executed plan to maximize major advertising campaign with HGTV utilizing web, dealer, and wholesale channels. – Created ad campaign and promotions increasing website traffic by daily average of 80% resulting in sales increase of 70% YOY. This led to the best January in company history ($6M). – Created multinational product launch process to execute Rinnai’s largest North American new product launch ever (32 new models in one year) including a Hydronic Boiler product line and NextGen tankless water heater. – Member of leadership team that controlled expenses and realized profit goal during the recession. Show less



Panasonic Automotive North America

• United States
• Appliances, Electrical, and Electronics Manufacturing
• 700 & Above Employee

• Group Manager – JOEM NPD Program Management and Division Leader

  • Jul 2007 - Dec 2008

  Panasonic Automotive is the premier manufacturer of automotive infotainment systems: audio, video, and navigation. Customers include Ford, Fiat Chrysler, GM, Honda, Nissan, Mazda, and Toyota. Revenues exceed $2B. – Managed strategic planning, product portfolio and product innovation roadmap planning, and Divisional profit and loss (P&L) for the Honda program. – Created 2008 Japanese OEM (JOEM) strategic plan. Continued to manage three direct report Honda Program Managers, maximizing… Show more Panasonic Automotive is the premier manufacturer of automotive infotainment systems: audio, video, and navigation. Customers include Ford, Fiat Chrysler, GM, Honda, Nissan, Mazda, and Toyota. Revenues exceed $2B. – Managed strategic planning, product portfolio and product innovation roadmap planning, and Divisional profit and loss (P&L) for the Honda program. – Created 2008 Japanese OEM (JOEM) strategic plan. Continued to manage three direct report Honda Program Managers, maximizing profits to achieve division profit goal of 10%. – Expanded the JOEM program management team responsible for Honda, Toyota, and Nissan NPD.

• Senior NPD Program Manager – JOEM Business Division

  • Apr 2006 - Jul 2007

  – Led a team of six Program Managers responsible for Honda, Toyota, and Nissan new model introductions.

• NPD Program Manager

  • Apr 2004 - Apr 2006

  – In charge of all phases of new and current business for Honda with annual revenues of $230M. – Served as lead customer interface for all new product technical and production readiness information. – Managed supply chain development and new product introduction of all new radios, DVDs, and amplifiers. Drove critical supplier VA/VE initiative; reduced COGS by $3.6M. – Coordinated the transfer of Japan-based developments into North American manufacturing facilities. – Led a… Show more – In charge of all phases of new and current business for Honda with annual revenues of $230M. – Served as lead customer interface for all new product technical and production readiness information. – Managed supply chain development and new product introduction of all new radios, DVDs, and amplifiers. Drove critical supplier VA/VE initiative; reduced COGS by $3.6M. – Coordinated the transfer of Japan-based developments into North American manufacturing facilities. – Led a cross-functional team of diverse cultures, global supply base, and multiple manufacturing facilities to achieve successful product launches consisting of 500K units annually. – Managed development of critical customer mechanical suppliers (molded and decorated plastic assemblies). – Formed solid relationships with critical suppliers by utilizing on-site audits, readiness visits, and weekly pulse calls.

• Factory Engineering Manager

  • Jul 2001 - Apr 2004

  – Led a team of up to 10 engineers and specialists. Responsible for factory layout, production relocation, APQP, PPAP, advance quality, and new model introductions. – Developed strategic manufacturing systems to support $500M in sales utilizing Lean work cell methodologies and flexible assembly methods. Planned all aspects of automated and labor-intensive production lines. – Led North American production planning between USA, China, and Mexico production operations. – Led all… Show more – Led a team of up to 10 engineers and specialists. Responsible for factory layout, production relocation, APQP, PPAP, advance quality, and new model introductions. – Developed strategic manufacturing systems to support $500M in sales utilizing Lean work cell methodologies and flexible assembly methods. Planned all aspects of automated and labor-intensive production lines. – Led North American production planning between USA, China, and Mexico production operations. – Led all design for manufacturing (DFM) activities between suppliers, design, quality, and manufacturing (Zenbara). – Implemented cost savings initiatives that exceeded $3M per year by utilizing cross-functional global teams.

• Production Manager

  • Mar 1999 - Jul 2001

  – Led a team of six supervisors and 200+ operators in a 24/7 environment. Managed SMT, automated, and manual assembly departments. Managed a departmental budget over $1.5M. – Led new factory start-up of company’s first “Big Three” production and quickly stabilized the operation, eliminated outgoing inspection, and improved quality – all while reducing direct labor by 30%. – Managed the merger of two SMT factories – optimized labor and technical support resources while continuing to… Show more – Led a team of six supervisors and 200+ operators in a 24/7 environment. Managed SMT, automated, and manual assembly departments. Managed a departmental budget over $1.5M. – Led new factory start-up of company’s first “Big Three” production and quickly stabilized the operation, eliminated outgoing inspection, and improved quality – all while reducing direct labor by 30%. – Managed the merger of two SMT factories – optimized labor and technical support resources while continuing to meet customer demand requirements.

• Advanced Quality Manager

  • Aug 1997 - Mar 1999

  – Implemented QS 9000 to win “big three” business. Passed in nine months with no preassessment. Trained all factory personnel and staff on quality system techniques and principles. Set up APQP and PPAP processes. – Managed validation testing laboratory (thermal shock, vibration, electronic, reporting process, data accuracy).