John Everhart
Sales And Marketing Manager at Horiba- Claim this Profile
Click to upgrade to our gold package
for the full feature experience.
Topline Score
Bio
John J. Everhart III
John, is a skilled leader and excellent public speaker. John leads by example through servanthood. His compassion for co workers and clients is apparent and well accepted by all he meets.
Lee Kalessis
John has great interpersonal skills as well as leadership abilities.John was able to turn a loosing money division into a profitable one while growing the volume at the same time.
John J. Everhart III
John, is a skilled leader and excellent public speaker. John leads by example through servanthood. His compassion for co workers and clients is apparent and well accepted by all he meets.
Lee Kalessis
John has great interpersonal skills as well as leadership abilities.John was able to turn a loosing money division into a profitable one while growing the volume at the same time.
John J. Everhart III
John, is a skilled leader and excellent public speaker. John leads by example through servanthood. His compassion for co workers and clients is apparent and well accepted by all he meets.
Lee Kalessis
John has great interpersonal skills as well as leadership abilities.John was able to turn a loosing money division into a profitable one while growing the volume at the same time.
John J. Everhart III
John, is a skilled leader and excellent public speaker. John leads by example through servanthood. His compassion for co workers and clients is apparent and well accepted by all he meets.
Lee Kalessis
John has great interpersonal skills as well as leadership abilities.John was able to turn a loosing money division into a profitable one while growing the volume at the same time.
Experience
-
HORIBA Scientific
-
Research Services
-
700 & Above Employee
-
Sales And Marketing Manager
-
Sep 2012 - Present
-
-
-
Strategies for Success
-
Houston, Texas area
-
North American Sales and Marketing Manager
-
Aug 2012 - Dec 2014
Growing and merging the business Growing and merging the business
-
-
-
Red Lion Controls
-
United States
-
Automation Machinery Manufacturing
-
200 - 300 Employee
-
Vice President Sales, Networking Products
-
Dec 2010 - Jul 2012
Transformed a distribution and direct sales force. Transformed a distribution and direct sales force.
-
-
-
Emerson
-
United States
-
Industrial Machinery Manufacturing
-
700 & Above Employee
-
President
-
Dec 1993 - May 2012
-
-
President
-
1993 - 2009
-
-
-
-
President
-
Jan 1993 - Jan 2009
President Rosemount Analytical Process Analytic, (2003-2009) Charged with the responsibility to turn around or divest a badly performing division known for poor quality products. Managed global manufacturing operations, built a staff, developed new quality products, and right sized and realigned the work force. Returned to core values and products. Reduced over half the products, inculcating quality, empowering employees, divesting, consolidating and moving facilities, and implementing a best cost strategy. Established two major product lines with one brand and introduced new products with tested customer needs. Accomplished the largest financial turnaround in Emerson history. Led operating profits from minus double digit to positive double digit in under 4 years. Changed a division known for poor quality and profitability into a solid performer well respected by all the stake holders including customers, employees, other Emerson divisions, and competitors. Customer satisfaction surveys rose by more than 60 percentage points. Awarded the first Emerson Return on Total Capital (ROTC) prize, trophied in our honor. Increased sales mix to 65% international from under 40%. Grew from 80 M to 110+ M.
-
-
-
-
President
-
Jan 2001 - Jan 2003
Complete responsibility for operations, marketing, customer support, and profit. Reestablished and installed a quality program and instituted a customer first attitude. Moved noncritical manufacturing to best cost country. Branded new products to gain attention, utilized corporate colors, and renamed them. Integrated the sales channel into the team. Added industry specific marketing and distribution. Invested additional resources into new quality products. Stimulated growth in a stagnant division. Took 2% additional market share moving from 8 to 10%. Increased profitability to second highest division in Emerson Process Management.
-
-
-
-
Vice President Sales and
-
Jan 1993 - Jan 2003
Global sales and marketing responsibility for a newly forming division. Unified independent sales channels and added distribution to all world areas to be able to pursue and win global projects. Developed a solutions and value based selling organization from a price driven widget sales force. Built Emerson into a recognized analytical competitor. Built a global sales network with industry expertise. Included value added sales focusing on solving the customer issue instead of just supplying an instrument. Grew from a 50 million dollar business to over 150 Million. Won several major projects in excessive of a million dollars. Became the largest process analytical business in the world.
-
-
-
-
Vice President
-
Jan 1991 - Jan 1993
Responsible for marketing, sales, manufacturing, quality, and full profit/loss. Consolidated several small companies into one group. Create a unified brand identity. Establish a representative and reseller network. Improved supply chain and out sourced non core technology. Implemented lean manufacturing concepts. Became profitable in first 9 months. Responsible for marketing, sales, manufacturing, quality, and full profit/loss. Consolidated several small companies into one group. Create a unified brand identity. Establish a representative and reseller network. Improved supply chain and out sourced non core technology. Implemented lean manufacturing concepts. Became profitable in first 9 months.
-
-
-
-
Director of Sales and Marketing
-
Jan 1980 - Jan 1991
Promotions from
-
-
Director of Sales and Marketing
-
1980 - 1991
-
-
Education
-
University of Pittsburgh
BS, Chemistry
Community
