Experience

IDEX Fire & Safety

• United States
• Public Safety
• 1 - 100 Employee

• Senior VP of North American OEM Sales- Retried--

  • Oct 2016 - Present

  > Responsible for all the NA OEM sales activities with our legacy Hale and the new Akron Brass/Weldon sales teams members who were previously competitors. > Developed and implemented a sales team integration plan that delivered bookings and service levels higher than previous performance as independent sales teams. > Co-leader in standardizing on a single CRM platform across IDEX Fire North America OEM sales and service teams.. > Successfully launched a bundled solution program to increase share content with specific OEMs, > Show less



HALE PRODUCTS, INC.

• United States
• Machinery Manufacturing
• 1 - 100 Employee

• VP Of Global Sales

  • Sep 2012 - Present

  *In this position I have primary responsibility to lead and direct Hale's worldwide sales team to meet or exceed sales revenue, sales profitability and budgetary objectives. These teams are located in England, China, South Africa, Coloumbia and the USA.*The role involves strategic planning, managing people, selling, leveraging technology and improving processes.* Specific accomplishments:>Conversion of (5) international apparatus builders to our Hale/Godiva brand pumps as their standard VS using our competitors products or their own pumps.> 24% increase in order growth over the 2-1/2 year period in core and adjacant marketplaces> Accomplished this with a decrease in direct sale team headcount of 15% by increasing the focus and efficiency of our selling process using 80/20 business principles> Implementing a two brand strategy in China to increase marektshare of this region. Show less

• VP of Sales and Marketing

  • Feb 2007 - Sep 2012

  •Developed and implemented sales strategies/tactics to increase market share of specific product lines by 10%•Accomplished this while working to identify and penetrate adjacent markets segments which added $5M in revenue in 2012•Incorporated a CRM program that gave a concentric front-end to back end sales/service platform to managet the sales and service business funnel.•Managed the front end business development support for penetration into China and Latin American markets. China sales went from $0 to over 6% of our business from 2005 to 2011. Latin America business increased 2.5 times during the same peroid. •Implemented a Net Promoter Score process to measure the markets feelings about our products and services.•Selected by IDEX to be the Commercial Excellence leader for (3) divisions and (8) facilities worldwide. This involved the development, implementation, training and monitoring of Value Selling, Voice of the Customer and Negotiation certification processes in a parallel path to those covering Six Sigma. •Lead the executive staff in the development of the yearly strategy and operational planning cycles for Hale’s fire suppression facilities along with the tactical implementation of these strategies related to service, sales and marketing. Show less

• Director of Facility Operations and Divisional Customer Service

  • Sep 2004 - Feb 2007

  •Developed and implemented a plan that resulted in a 20% reduction in shop floor personnel while absorbing a 40% increase in volume which resulted in profits before income taxes doubling from 6% to 12%•Lead “Lean Events” on shop floor that streamlined the shop cycle time for all major products. Pump delivery lead-time dropped from 8 weeks to 4weeks with special (1) day deliveries possible. The company had the fastest pump delivery time in the fire industry at that time. •Implemented a “why not ship today” policy for service parts with changed process flows to allow us to ship 85% of service parts within the same day. Net result was Hale became the benchmark within the fire pump industry for rapid service parts shipments. Over on time delivery for parts and pumps went to +95% to customers requested ship date. •Operational transformation accomplished by our team drove key performance indicators in such a positive manner that the facility was awarded one of the first “Operational Excellence” awards by IDEX Corporation in 2006 Show less

• Director of Customer Service

  • Sep 2000 - Aug 2004

  *Developed a vision of what the service organization could do to become a “product differentiator” within the marketplace which provided the group to rally around a cause and become a team. *Lead the organization to change the service perception of Hale in the marketplace 180 degrees by:>Improving on-time delivery of pumps from 45% to 90% based on the customer’s “request date”>Increased percentage of same day shipments on available service parts from 35% to 70%>Diminished the abandoned phone call rates from 40% to 9% >Increased first call responsiveness resolutions from 60% to 95% by using Six Sigma Tools. *Facilitated the development and improvement of internal training programs on pumps and hydraulic equipment that:*Increased end user training outreach from 110 people in 2000 to over 1800 people in 2005*Formulating partnerships with the leading USA fire academies (People buy what they are trained to use).*Implemented the 5S principles within internal warranty and service returns processes that decreased turnaround time on returns from 30 plus days to 5 days or less that increased customer satisfaction. Show less



Ingersoll Dresser Pump

• United States
• Machinery Manufacturing

• Manager of Regional Aftermarket Inside Sales Office Teams

  • Jan 1994 - Aug 2000

  •Managed the integration of the replacement part business from three pump companies into one system/process located in five locations with limited service interruption. •Successfully lead a team that moved front-end sales and back-end supply chain systems/process to an Oracle based system.•Lead the internal service and sales teams in five locations that were responsible for yearly quotations, order processing, and customer contact for $120 million in sales (worth $65 million in gross margin through IDP worldwide parts supply chain).•Implemented a quote tracking system that allowed us to forecast bookings, and track hit rates. Show less

• Six Sigma Black Belt

  • Oct 1998 - Dec 1999

  •Lead a cross functional team to redesign and implement new quotation process that reduced cycle time by 200% while increasing gross operating income by $1.2 million. •Created an aftermarket parts market penetration database matrix that enabled sales and marketing to create strategies and tactics to grow the business. •Participating team member on the first three service alliances between IDP with Carolina Power & Light, Sun Oil, and Marathon Ashland Petroleum. Developed template used in future service alliance discussions. •Developed the plan and lead the training of 650 IDP service employees at 10 repair centers sites in the Six Sigma elements with Green and Yellow Belt certifications Show less



Cooper Bessemer- Reciprocating Compressor

• Easton, PA

• Manager of Production Planning, Inventory Control, Warehouse and Shipping

  • Apr 1989 - Dec 1993

  •Managed all activities and processes dealing with the macro master scheduling of the facility. •Linked this schedule with a detailed raw and finished goods material flow and manufacturing plan that allowed for smooth inventory control, warehousing and shipment of new units and parts worth $35 million in sales. •Implemented material controls that increased balance on hand accuracy to 98% for 30,000 stock-able parts. •Applied theory of constraints and synchronous flow processes to the shop/master scheduling system that increased on-time shipments by 30% while reducing the materials cycle time by 20%. Show less