Experience

Fuyao Group

• China
• Motor Vehicle Manufacturing
• 500 - 600 Employee

• Director of Sales and Marketing

  • Jul 2018 - Present



Inteva Products

• United States
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Senior Global Sales Director

  • May 2014 - Jun 2018

  Grow and Lead new business development activities. Also responsible for approximately $800 Million in current business (4 product lines - Interiors, Roof Systems, Closures and Motors). Grow and Lead new business development activities. Also responsible for approximately $800 Million in current business (4 product lines - Interiors, Roof Systems, Closures and Motors).



SH North America, LLC

• Pontiac, MI

• Director of Sales & Marketing

  • Sep 2011 - May 2014

  Primary role is to grow business through strategic developments/partners in order to build a diversified customer base. Secondary role is to manage the North American book of business and enhance profit margins. Primary role is to grow business through strategic developments/partners in order to build a diversified customer base. Secondary role is to manage the North American book of business and enhance profit margins.



BBK

• Business Consulting and Services
• 300 - 400 Employee

• Senior Director

  • Oct 2010 - Sep 2011

  • Business Modeling • Crisis Management • Due Diligence • Interim Management • Lean Manufacturing • Litigation Support • M&A • Operations Management • Performance Improvement • Procurement/Supply • Program Launch Readiness • Quality Control • Business Modeling • Crisis Management • Due Diligence • Interim Management • Lean Manufacturing • Litigation Support • M&A • Operations Management • Performance Improvement • Procurement/Supply • Program Launch Readiness • Quality Control



Recticel

• Belgium
• Chemical Manufacturing
• 700 & Above Employee

• VP/Director Sales & Marketing

  • Feb 2006 - Jan 2010

  $2.8 Billion Polyurethane Foam manufacturer. Divisions include Insulation, Bedding, Automotive and other Foam products. $2.8 Billion Polyurethane Foam manufacturer. Divisions include Insulation, Bedding, Automotive and other Foam products.



Vita Foam

• Director of Automotive Business Development

  • Jul 2005 - Feb 2006

  Directed and represented all Sales & Marketing activities for the Automotive Business Segment - foam and insulation commodities. Directed and represented all Sales & Marketing activities for the Automotive Business Segment - foam and insulation commodities.



Collins & Aikman

• Motor Vehicle Manufacturing
• 1 - 100 Employee

• Platform Director

  • Jun 2004 - Jul 2005

  Exterior ProductsResponsible for (5) new development exterior program (PM49, MK49, MK74, KA and RT) launches as well as, (1) Major non-automotive program.Additional responsibilities include the management and retention efforts for all exterior / lighting continuous business (approx. $170 Million).Management experience involving (7) direct reports as well as numerous indirect reports (all disciplines associated with Product Development - Engineering, Manufacturing, Commercial, Tooling, Fixtures/Secondary, Plant Management and Corporate Finance/Accounting). Budgetary responsibility for approx. $2.0 Million.Directed and implemented cost saving ideas with the customer and internal program teams. Established approx. $1.7Million 2006 MCM credit with DCC for Exteriors.Created cost savings action plans for incremental savings in 2007 of approx. $4.0MACCOMPLISHMENTSSuccessful turnaround of a miss-managed Exterior Product Portfolio.Strategically re-aligned capacity for the Exterior Manufacturing Operations. Achieved 100% success throughout all launches to date.Increased EBSC Exterior Rating (Cost, Technology, Supply and Quality) for C&A from 69% to 82% overall.Developed, Managed and led in the development of a major assembly/sequencing facility startup (Approx. $8M CAPX)Developed and controlled budgets of up to $5 Million.Provided individual cost saving ideas from $20K to $6 Million. Supervised engineering group of up to 12 people.Successful integration of Product Value Management and Benchmarking / Craftsmanship.Applied common business practices to all manufacturing, reporting, analysis and documentation throughout all disciplines within the organization.Selected as a key employee during Re-Organization Planning.

• Sr. Director PVM

  • Oct 2002 - Jun 2004

  Global Product Value ManagementMain charter was to drive and implement global cost effective changes both internally and externally with a common focus to deliver incremental margin enhancements and achieve OEM Business Plan Targets (DCC - $80M; GM -$15M; Ford - $10M and Int'l - $6M)Responsible for five Product Specialists, three Managers (Instrument Panels, Consoles, Doors, Hard Trim and Soft Trim) and one coordinator in the Product Value Management Group. Roles and responsibilities included managing a departmental budget of approx. $1.5Million.Lead the cost recovery plan at DaimlerChrysler which equated to $50 Million of direct Purchase Order reductions.Primary functions included the creation of internal and external cost reduction ideas which were the result of reverse engineering, product re-designs, process changes and customer approved material substitutions.

• Director PVM - GM Business Unit

  • Jan 2001 - Oct 2002

  Product Value Management (GM Division)Primary role is to lead the creation, implementation and tracking process for all cost reduction opportunities within a $4.1 Billion product portfolio. (Ford, GM, DaimlerChrysler and International OEM's).Responsible for generating over $18 Million worth of Technical Savings Ideas for the 2003/4 Calendar Years.Credited by GM with implementation of ideas worth approx. $9.25 Million of actual savings in 2003. Credited by GM with approx. $5.25 Million of actual savings in the 2004 Calendar Year.Enhanced Collins & Aikman's North American manufacturing efficiencies by contributing approx. $6.5 Million of cost / margin enhancing ideas to the 2003/4 operating budget.Explored China Market for latest Global Supply Base with GM Purchasing Executives and quoted numerous commodities in search of low cost Supplier/Product alternatives.

• Sales Manager (GM Division)

  • Sep 1999 - Oct 2002

  Primary role was the management of the GM Midsize/Luxury & Performance Car Group ($350 Million Sales).Product portfolio consisted of Instrument Panels, Door Panels, Consoles, Garnish, Floor Carpets, Floor Mats, Trunk Trim and directed buy interior components / assemblies.Sold future products, managed day-to-day business activity, supply chain management, engineering change analysis and supervised engineering, quality, manufacturing, business management and cost estimating functions which are key roles & responsibilities for successful program/sales management.Assisting in the mergers/acquisitions of purchased companies (Manchester Plastics, Becker Group, Joan & Textron) and complementary interior components/systems.Providing detailed / competitive analysis of Total Interior Packages (i.e. Benchmarking / Competitive Market Share Analysis). Promoting Surface Integration / Harmony along with new product innovation.Presented detailed Acoustical data, which provides the framework, and ultimately aids in the development of new business / cost savings opportunities.Lead "New Business" execution from award through production launch.Launched the 2001 GMX160 (Olds Aurora) I/P Trim Plates and Console Cup Holder.Managed the 2001 U-Van Mid-Cycle Interior Enhancement Launched the 2003 FMVSS 201 Compliant C-Car (Park Avenue) Garnish Program.Launched the 2003 FMVSS 201 Compliant Y-Car (Corvette) Garnish Program.Recommending and implementing the most efficient / innovative manufacturing processes. Created Value Engineering Analysis and Implemented Cost Savings ideas. (Created $4.5 Million and $7.8M of ideas in 2001 and 2002 respectively; implemented approx. $2.3M and $4.8M of the created ideas in 2001and 2002.)Managed all program resources (engineering, design, tooling, manufacturing, cost estimating, purchasing, etc.



Lear Corporation

• United States
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Program Manager

  • Mar 1999 - Sep 1999

  Primary responsibility revolved around the management of three current GM seat programs (W-Car Pontiac Grand Prix & Olds Intrigue / MS2000 Buick Regal & Century).Cost analysis of engineering changes, margin tracking, cost savings analysis and integration of Tier II and Tier III suppliers were critical, daily activities. Total business value represented $336 Million of annual sales to GM.In 1999, implemented approximately $500,000 of cost savings on two of the three (W-Car) seat programs.

• Advanced Sales / Account Manager

  • Jan 1998 - Mar 1999

  Primary function was to sell future interior component products via integration to General Motors.Sold over $60 million (annual sales) of carpeted and vinyl floors to General Motors which was the first major floor covering awards for Lear at GM.Lead the process development and sold the first, innovative, cargo management system (Aztec/Rendezvous Program) ever supplied to General Motors. The program currently represents annual sales of estimated at $7.0 million. Additional responsibility included leading and selling the development process of advanced technology (i.e. interior modules) and establishing profitable and economic business partnerships (i.e. Equal Partner Relationships

• VA/VE Analyst

  • Oct 1997 - Jan 1998

  Primary function was to take costs out of interior components.Provided General Motors with a Strategic Business Plan to save approximately $171 Million dollars in 1998 for all Lear Commodities.Negotiated with Tier II suppliers to eliminate non-value added costs. Provided the detailed analysis that contributed to the final purchase price of the Delphi Seating Acquisition.



Stroh Brewery Company

• Cost Accountant / Internal Auditor

  • Nov 1996 - Oct 1997

  Experience involved manufacturing cost accounting (Activity Based Accounting) that primarily focused on inventory control. Performed analysis of monthly operational plant safety. Additional responsibility included internal Financial and Operational auditing of eight North American manufacturing facilities. Through internal auditing, participation in formal meetings with plant managers and an independent understanding of the brewing operations, continuous improvements and cost savings proposals helped to steer manufacturing environments and processes. Pioneered the development and implementation of an advanced corporate-wide accounting/purchasing system (Anderson Consulting / Oracle System). Provided monthly analysis on purchased components (i.e. labels, bottles, caps, aluminum, wheat, barley, etc.) used in the brewing processes. Assisted in the monthly preparation of the corporate wide financial statements.



Grant Thornton LLP (US)

• United States
• Accounting
• 700 & Above Employee

• Sr. Accountant/Auditor/Business Advisor/Consultant

  • Oct 1993 - Oct 1996

  Experience primarily involved auditing and creating financial statements. Primary Audit Clients; Additional experience involved assisting middle market manufacturers with initial public offerings, auditing, business valuations, QS9000 implementations, and various due diligence arrangements. Primary Clients; and D.O.C. Optical Traveled to several other locations in California, North Carolina and Texas to assist other offices with Audit and technical services. As a business advisor, provided detailed analysis and offered cost saving recommendations regarding various manufacturing processes. Implemented various software packages to track capitalized assets and their associated depreciation. Played active roles in the recruiting, interviewing and hiring process.