Sales Supply Chain

David Carosiello

* ******* ***** **. ******, New Jersey 08054 Telephone: 856-***-**** Mobile: 856-***-****

Email: ********@***.***

Chief Operating Officer, General Manager,

Vice President of Strategic Planning, Sales & Marketing

Specialty Areas

Building and Leading High-Performing Teams Revenue & Profit Generation Strategic Planning

Supply Chain LEAN Operations Retailer, OEM and Distributor Channel Management New Product Rollouts

MBA, BS, COO, General Manager, Vice President with Marketing, Sales, Strategic Planning, Supply Chain, Finance & HR experience, with more than 20 years of global marketing and sales development experience that consistently translated organizational intent into results for one of North America’s largest privately held automotive parts manufacturers.

Experience encompasses serving as Vice President & General Manager for Cardone Industries motor parts business unit with P&L responsibility, charged with managing manufacturing and distribution locations across the United States, Canada, Mexico and Europe that generated combined annual gross revenues in excess of $200 million.

Career Highlights

Took charge of a disorganized business and changed the culture to one of clear responsibilities, individual accountability, and goal orientation. Increased revenue and profits to record levels while decreasing inventory investment 10%.

Challenged by the business owner to create, implement and lead a global strategic planning process to establish corporate vision/goals, and identify long-term initiatives/strategies. Successfully met the challenge, and subsequently achieved 100% monthly accountability to plan performance, 100% linkage of initiatives to tactical work plans, and 100% tie-in of compensation to plan performance.

Led business unit to define, articulate and execute market strategy of a critical, strategic product line to reverse market share and margin decay. Charged with executing strategies for new product development, service line expansion, customer development and communication that achieved a revenue increase of 31% CAGR, gross margin increase of 10%, service level increase of 4%, and market share increase of 49%.

Created, implemented and led strategic account management teams which focused exclusively on sales, collaboration and servicing to the largest retailer, OEM and Distributor customers. Consequently, account teams accomplished the following 5 items: 1) Grew revenue 19% Compound Annual Growth Rate (CAGR); 2) Improved gross margin 16%; 3) Achieved 87% market share within this segment; 4) External customer satisfaction increased 15%; and 5) Internal customer satisfaction increased 25% for the division.

Benefit Statement

A convincing and credible communicator with a 20+ year track record of accomplishments in seizing market opportunities, performance metrics management, finance, and building/leading high-performance teams that consistently increased revenue and reduced operational costs for improved bottom-line profitability.

Key Areas of Competencies

Business Planning & Forecasting New Business Development

Forming & Leveraging Strategic Alliances Executive Presentation Skills

Ability to Coach, Motivate & Mentor Others Strategic Planning & Development

Cross-Functional Implementation & Consensus Building Creating a Shared Organizational Vision

Creating & Executing Complex Initiatives & Strategies Sales and Marketing Strategies and Planning

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Professional Experience & Accomplishments

Albion Engineering Company, Moorestown, NJ (2013)

(The premier designer and manufacturer of professional dispensing solutions in North America to the construction, automotive, food and pharmaceutical industries)

Chief Operating Officer – Responsible to lead all functions of this company with P&L responsibility. Accountable to direct and manage the business from the top line to the bottom line, driving revenue and improve financial performance with increased customer satisfaction.

Lead the Sales organization to record revenue and profitability, and exceeding revenue, margin and profit goals. Launched sales force training process for improved customer retention and communication.

Designed and implemented new planning system and decreased inventory 10%, while improving service levels 2%. Reduced forecast error 45% and eliminated waste from offshore procurement process.

Introduced Lean and Corrective Action practices to reduce costs and improve gross margin 6%. Implemented continuous flow production for manufacture of key sub-assemblies.

Driving culture change to become a “thinking” staff utilizing planning, goal setting and individual accountability. Executed formal training for organizational development.

Implemented numerous organizational, operational and staff initiatives; exceeding all planned results.

Cardone Industries, Philadelphia, PA (1988 to 2012)

(The largest privately held automotive parts remanufacturer in the world with more than 5,500 employees globally, serving the Distributor, Retail, OEM and co-manufacturer channels)

Vice President of Strategic Planning (2008-2012) – Duties consisted of developing and leading global strategic planning process. This comprehensive function established corporate vision and goals, identified long-term initiatives and strategies, set and measured annual targets including compensation system integration, and communicated progress with accountability. Led global retirement benefits teams and managed defined benefit, defined contribution, ESOP and non-qualified plans. Corporate compensation responsibilities added in 2010.

Developed and implemented a comprehensive balanced scorecard and achieved 100% coordination of strategic initiatives with annual work plans and performance metrics to align corporate activity with desired results.

Successfully developed and achieved 100% integration of strategic initiatives with the corporate performance management system and annual review process. Reduced annual performance reviews cycle time by 50%, completing all aspects of the process on time and under budget, while ensuring alignment of individual rewards with company initiatives.

Analyzed and reduced retirement benefits administration cost by more than 10% in a 12 month period, while increasing productivity 122%.

Managed all retirement plans through the recession of 2008 ensuring solvency, legal and actuarial compliance, and participant awareness and education.

Vice President Supply Chain Planning (2003-2008) – Primary duties focused on directing the customer-facing/demand components of supply chain planning. Responsible for establishing Collaborative Planning, Forecasting and Replenishment (CPFR) with key customers, launching life cycle demand planning and sales planning processes. Additionally, served as executive leader for launch of major new product line.

Developed collaborative system to project new part demand and drove forecast error decrease of 50% while simultaneously improving sales force accountability. Subsequently, achieved a 35% inventory reduction and improved service levels 15%.

Integrated customer Point Of Sale and data warehouse information with company planning systems, enabling 4% total inventory reduction and 3% service level improvement. Launched company S&OP process. Drove initiative to ensure product data formats were compliant with industry standards.

Delivered key new product line on time and on budget, and developed best practices for launch of products manufactured in Asia.

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Professional Experience & Accomplishments (cont.)

Vice President & General Manager, Underhood Business Unit (1999-2003) – Managed the introduction and integration of strategic business units to the organization. Served as the team leader for one of the initial launch groups, later merging other teams into my $200 million unit. Charged with managing global product strategy, marketing, planning, financial metrics, performance and accountability with P&L responsibility. Continued to lead original equipment sales team.

Implemented an ongoing strategic marketing and sales approach that improved annual sales by 11%, and achieved a concurrent 49% gain in market share.

Drove operational improvements (manufacturing, distribution, logistics) to successfully attain aggressive goals that realized a 10% improvement in profitability (GM), and a 4% increase in order fill rates.

Identified, negotiated and implemented innovative global supply and technology partnerships which improved speed to market 50% with reduced R&D costs, and created additional revenue streams.

Reversed market share and margin decay of a critical product category, achieving 31% average annual revenue increase, 10% gross margin increase, and 49% market share increase.

Vice President Sales / Special Markets (1993-1999) – Responsibilities include organizing and leading the $210 million special markets sales and customer service teams; channels include retail, original equipment, co-manufacturer, and undercar sales. Responsible for sales, sales plans and budgets, profitability, strategic planning, customer satisfaction and category management. Direct account management responsibility for the largest retail and national account customers. Member of senior sales management team, and ISO9002 & QS9000 Certification teams.

Developed a strategic approach designed to improve sales: 19% average annual revenue increase, 16% gross margin improvement and 87% line penetration.

Led sales team to achieve a 15% improvement in external customer satisfaction and a 25% gain in internal customer satisfaction.

Successfully opened new global markets and channels of distribution profitably.

Additional positions with Cardone – Director of Special Markets Sales (1989-1993) & Director of Marketing (1988-1989)

Education

MBA, Small Business Management/IT, Drexel University, Philadelphia, Pennsylvania, 1984

BS, Business Management, Oral Roberts University, Tulsa, Oklahoma, 1981

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