Summary

A self motivated, customer-oriented management professional who delivers results. Experienced in structuring and strategically directing lean organizations to sustainable growth and profitability. Background includes general management, sales (new and aftermarket), marketing, procurement, and new business development. Attentive listener and persuasive communicator, adapting and delivering solutions in a rapidly changing market place that enhance customer relationships, maximizing bottom line results and company initiatives.

Career History

HAYSSENSANDIACRE, Duncan, SC 2007- Present

Vice President, Market Development

A company leadership staff member responsible for identifying and targeting new markets for potential growth opportunities, for leadership in the development of competitive products, and for the expansion of non-traditional competitive aftermarket services.

- Identified target customers for cross-divisional sales providing the first opportunity the company has had to quote

multi-million dollar turn-key packaging systems to a global player in the cereal industry.

- Conducted several major market studies including global analysis of the frozen potato industry and stick-pack

production in North America concluding with recommendations for market entry and penetration. Focused efforts in

the frozen potato industry have resulted in first order from one of the top three global processors Q3 2009.

- Chaired the project team involved in the development of a competitive clone+ machine to capture niche market share

previously not possible because of technical shortcomings. All initial cost targets have been realized pending

production release.

- Developed and presented a Key Account Management (KAM) concept for use both within the division as well as

throughout the Corporation. Focus is on major global customer retention and potential sales growth.

ROBERT BOSCH PACKAGING TECHNOLOGY, INC., Bridgman, MI 2001 – 2007

Vice President, Food & Confectionery Operation

Organizational head of the North American business with full P&L responsibility for over $42M of sustained domestic and imported packaging machinery sales and services. Directed company efforts which generated new revenue from targeted sales and marketing, emphasis on service based products, and provision of turn-key project management and systems solutions.

- Led the development and implementation of a growth strategy focused on niche marketing and regional sales and service advancing the US Vertical Form, Fill, and Seal (VFFS) product line to top ranked from revenues of ~$13M in 2002 to over $25M in 2006.

- Restructured aftermarket business and implemented Continuous Improvement Process (CIP) increasing aftermarket sales by over 28% from ~$14M in 2001 to over $18M in 2006 during a period of extreme customer pressure to reduce sales prices and a weakened US dollar which increased import product costs significantly.

- Coordinated the development and implementation of systems integration capabilities which produced ~$17M of additional sales volume with key customers (International Multifoods, Kellogg’s, Hershey, Abbott Labs, Purdue Farms) for the company over a period from 2002-2006.

- Consistently grew revenues and profit by adhering to the strategic plan, and after 4 years, achieved all-time record sales of over $46M in 2004.

- Personally negotiated first order with a market leader received in over a decade and the single largest systems order ($7M) concluded in over 15 years

- Promoted partnership agreements with market leaders securing their business annually while reducing the administrative costs in managing the accounts through standardized machinery configurations and pricing.

- Identified and concluded a strategic acquisition of a coating and panning product line which provided access to a larger customer base within the confectionery industry where our core products (VFFS and processing machinery) could be sold. The acquisition costs were recouped within 1 year

- Became first among North American business units implementing ISO 9000-2004 establishing a formal quality management system standardizing operational processes, improving quality control, and meeting specific customer requirements of working with an ISO certified company.

- Played a leadership role in developing a Global Key Account Strategy for a newly created business unit which comprised 9 companies located in 8 different countries around the world. Roll out Q4 2006.

SIGPACK EAGLE CORP., Oakland, CA 1996 – 2001

President

Directed this $10-$12M subsidiary of a Swiss owned company which produced a variety of weighing and packaging machinery in a turnaround from over $1M in annual losses to profitability within 1 year. Provided operational leadership while redefining organizational structure, processes, and policies.

- Restructured sales channels, territories, and compensation program to include a combined direct and agent sales network increasing new machinery order volume by 25% ($2M) the first year.

- Flattened management structure streamlining decision making and improving productivity. This cooperative collaboration allowed for the successful obsolescence of an aged product line and the development, introduction, and launch of one new product each year over a three year period. Within 4 years these new products accounted for 90% of the machinery sold annually.

- Developed strategic alliances with competitors and OEM's including brand labeling which positively redefined the position and image of the company in the marketplace.

- Initiated efforts to systematically identify and target new market segments with redesigned products resulting in a coffee segment initiative which generated over $2M in sales to customers including Peet’s Coffee & Teas, Superior Coffee, Pontiac (Kroger) Foods, and major Latin American producers such as Café Madrid and Café Anzuetique and Pet Food initiative where the first order from a major market leader (Ralston Purina) was received.

- Assessed the manufacturing processes and production costs of high volume assemblies requiring outside and secondary operations; e.g. laser-cutting, passivation, anodizing. The result was the outsourcing of those items to a select supplier which provided for cost reductions of 25.5% and the intangible value of freeing up internal resources for other activities.

- Led the managerial team in assessing the potential sale of the company, collaborated in the development of a descriptive memorandum of the company, identified acquisition candidates, and assisted due diligence efforts on the company’s behalf which eventually lead to the successful sale of the business while maintaining most key management staff.

ROBERT BOSCH PACKAGING TECHNOLOGY, INC., Bridgman, MI 1979 – 1996

Manager of Operations and Engineering (1995-1996)

Managed the day-to-day activities of this business unit which produced VFFS machinery for the US and Canadian markets and provided aftermarket support for those products. Successfully improved the profitability of the product line while attracting key customers to develop applications within the organizations facility positioning Bosch products for future sales.

- Directed the international transfer of technology and domesticated production of a continuous motion machinery program from the Netherlands to the US which later accounted for over 90% (~$22.5M in 2005) of the total programs’ sales and established the company as a leading technology supplier

- By assessing manufacturing and assembly processes and creating a benchmark by comparing BOM structures for similar products produced at one of our European facilities, implemented a strategy which improved product line profitability by 22% (~$1.152M) after 12 months.

- Directed the implementation of a state-of-the-art machinery test and demonstration center which would allow for customer product trials simulating production conditions and establishing production output and efficiency guarantees for equipment ordered.

- Played a key role in the planning and establishment of a global VFFS business unit which would leverage engineering and technical resources to provide a more standardized product worldwide minimizing redundancy and costs.

- Achieved record North American annual production and shipment of 72 VFFS units in 1996.

ROBERT BOSCH CORPORATION, South Plainfield, NJ

Operations Manager (1989 – 1995)

Managed the divisions purchasing, customer service, warehouse, facility management staff, and business infrastructure to ensure daily operations were undisturbed and met customer and Corporate requirements. Developed policies and procedures to integrate the various departmental functions toward meeting business objectives.

- Led a cross functional team in the data transfer and implementation of a new hardware (IBM AS400) and ERP (CA-PRMS) software platform. The project took 1 year and was successfully implemented with minimal business disruption.

- Researched and implemented bar coding within the warehouse operation reducing order picking and receiving times and resulting in an increase in inventory turnover by over 30%.

- Researched and installed automated vertical storage carousels replacing standard storage shelving units which, in conjunction with bar coding, allowed for a 40% (2 personnel) reduction in capacity in the warehousing operation.

- Implemented cycle counting of inventory which eliminated a 1-2 week annual inventory process which shut down the aftermarket business and disrupted customer service.

- Bid and negotiated logistics contract with Emery Airfreight consolidating international shipments and customs clearance reducing import transit times by almost 50% (1 week) and significantly reducing transport and customs clearance costs.

- Implemented account management by key individuals within the Customer Service department and blanket order contracts with customers which increased aftermarket sales revenues by 40.3% from $5.841M in 1989 to over $8.2M in 1995.

- Directed purchasing activities to offset 24.6% decline in imported aftermarket product margins (~$544K) due to inordinate lead times by domesticating purchasing volume from ~925K in 1989 to ~$2.5M in 1995 resulting in additional margins of $583K.

- Coordinated the successfully transfer of production, key staff, and technical know-how of domestic VFFS program to Bosch’s newly acquired production facility at Bridgman, MI in 1991.

Purchasing Manager (1984-1989)

Manager, Customer Services (1981-1984)

Customer Service Representative (1979-1981)

Held several positions of increasing operations management responsibility in a capital equipment sales, distribution, and production organization serving the food and pharmaceutical packaging and confectionery processing industries.

Education and Training

City College of New York Major: History

Brooklyn Technical High School Major: Industrial Design

FCPA Anti-Bribery 2006, Managing Within the Law 2006, Unauthorized Commitments 2006, Environmental Awareness in Manufacturing 2005, Anti Trust 2005, Mutual Respect 2005, consequences of a Cover-up 2005, Carnegie Institute Leadership Program 2004, Product Liability 2004, Business Ethics 2004, and numerous other company sponsored internal and external programs covering such topics as product management, accounting principles, effective negotiating, patent law ethics, sexual harassment, product applications, etc.

Professional Affiliations

Former active member of the Packaging Machinery Manufacturers Institute (1996 to 2007).

Former member of the National Confectionery Association (NCA) Advisory Committee (2004 and 2006 to 2007).

Former active Advisory Board Member of the Packaging Program at San Jose University, San Jose, CA. (1999–2001

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