Manager Project

NICHOLAS J. WILLING, PE

***** **** ****** *****, ********, MN 55441

(C)612-***-**** ( (H)763-***-****

****.*******@*****************.*** ( http://www.linkedin.com/in/nickwilling

SUMMARY

A creative and proven senior professional with collaborative, consultative

leadership skills. Effective administering in complex organizations.

Outstanding operational and organizational skills creating beneficial and

profitable outcomes for customers and company. Accomplishes this through

listening, teaming, cultivating customers, comprehensive planning,

implementing quantifiable metrics, maximizing others' strengths, proficient

execution, managing change, and assessing & implementing improvements.

Change Leader, Innovative Thinker, Service, Installation, Project Mgt.,

Systems Analyzer, Mindful Decision Sales, Engineering, and Manufacturing

Maker experience

Strategic, Challenging & Envisioning Products, Facilities, and Industrial

planner experience

Tactical, Energizing & Proficient 21 yrs experience directing P&L

Achiever operations

Emotionally Intelligent Communicator Crisis recovery, Business turnaround

proven

Servant-leader, Good-steward, a New channel development experience

Contributor

PROFESSIONAL EXPERIENCE

CHANGE ENGINEERING, PLLC, Minneapolis, MN 2010 - Current

Change Engineering is a consultancy offering our energy, expertise, and

focus to our clients' helping them make changes causing their service

business to thrive.

Field Operations Service Business Consultant / President

Nick takes advantage of his successful 25-year history of managing,

energizing, and profitably growing service operations (field service, new

construction and retrofit installations, and facilities management)

delivering to industrial and commercial customers and leverages it into a

new business venture.

Nick listens to understand his clients' (and their customers') problems,

needs and wants. Utilizes expertise in strategic service management best-

practices. Applies LEAN/Six Sigma discovery efforts. Employs engineering

mental discipline. Manages projects proficiently. Nick's consulting

services will:

. Help clients Discover, Integrate and Deploy Profitable Change-

Improvement Opportunities

. Help clients Create New Channels

. Help clients Manage Risks

. Help clients Turn-Around operations and projects in trouble

. Help clients Improve Customer Relationships

. Help individuals through Personal Coaching

. Deliver Results - positively, profitably, timely.

TENNANT COMPANY, Minneapolis, MN 2005 - 2009

Tennant engages worldwide in the design, manufacture, and marketing of

cleaning equipment and aftermarket services.

Director, North America Service (US and Canada). (2005-2009)

Profitably directed the $100MM P&L service business, having 450 mobile

service mechanics, 5 regional repair centers, 100 field and corporate

business personnel, and 33,000 customers. Exceeded plan each fiscal year.

Led 3-year strategic/cultural change, inspiring new vision & mission to

embrace the customers and to grow Tennant through actualization of

Tennant's cleaning technologies and services.

Grew Service. NA Service business rapidly grew to $100MM annual revenues

by FY2008; a 30% increase in revenues and 40% increase in profits under

Nick's first three years as Director. (grew business by winning new market

share in a stagnant market historically growing only 3% to 4% annually)

Saved Money. Introduced LEAN continuous improvements to NA Service

businesses; produced annual savings of over $1MM in hard savings and $3MM in

soft savings.

Reduced Risk. Lowered recordable injuries 45% in first three year period

through regular training and continuous positive reinforcement, transforming

NA Service to below industry standard. Actions were beneficial for our

people and saved "at risk" customers / contracts at key industry and

government sites.

Reduced Risk. Implemented background checks of all NA Service personnel

(current and future new-hires) to better ensure our honorable presence on

customer sites. Though emotionally volatile, implementation was both legally

prudent and ultimately profitable to our business. This kind of risk

management action was a first of its type globally within Tennant.

Created New Channels and Improved Partnerships. Expanded Tennant's market

share and improved NA Service delivery to meet our customers evolving needs

and demands.

Manager, Business Development (2005)

This position was created to recruit an external candidate to replace the

retiring and only Director NA Service of 28 years. I was to be evaluated

during the first year, proving my ability to evolve the service business

and my viability to culturally integrate onto the global executive

leadership team.

Created 5-year strategic service plan and presented to CEO and executive

team.

By September 2005, received confirmation from CEO and executive team to be

the new Director of North America Service

Over the next 3 years, successfully achieved 75% of 5-year strategic service

plan.

JOHNSON CONTROLS, INC., Building Efficiency Group, Milwaukee, WI 1992-

2004

Johnson Controls Building Efficiency Group provides HVAC, security, fire,

and building management systems, technical services, energy management

consulting, and facilities management.

Business Delivery Manager, Plymouth, MI (2003, 2004)

Assumed program leadership role to turn-around the on-going projects of

transitioning 80 Automotive Group's facilities to be under the Building

Efficiency Group's Facility Management responsibility.

Under intense pressure for immediate performance, tactically worked to fix

delivery of $4MM in facility duties to the 12 facilities in US and Canada

already transitioned. Recovery completed.

Simultaneously, led strategic development of new transition programs, models

and plans. Automotive Group approved plans and to continue transitioning the

remaining facilities to BEG.

Area Service Manager, Indiana and Kentucky (2001-2003)

Profitably managed the $23MM P&L service business, having 10 supervisors,

70 technicians & mechanics and 15 customer care reps. Exceeded plan each

fiscal year. Networked with Area's clients, partners, and corporate

leaders. Created the annual budget. Collaborated on 3-5 year strategic

plan.

Created new service business channel and captured new customers by delivering

smaller (typically under $50K) design/build retrofit projects

Grew Service business profitably (year-over-year): 39% in 2003; 26% in

2002; 14% 2001

Area Installation Manager, Indiana and Kentucky (1998-2001)

Profitably managed the $35MM P&L installation business, having 15 project

managers, 35 engineers, 50 technicians & mechanics and administration.

Networked with Area's clients, partners, and corporate leaders. Created

the annual budget. Collaborated on 3-5 year strategic plan.

Eliminated performance problem of historically over spending $millions

annually on projects by implementing new strategies, training of installation

personnel, and partnering with the Sales.

Achieved $0 gross-profit-variance, completing projects portfolio as

originally sold and booked. First time in many years. Established "Zero

GPV" as the expected norm.

Large Project Manager, Indiana (1994; 1998)

Twice assumed leadership role for business turn-around of large, on-going,

complex installation projects.

1997-1998; $5MM airport project was successfully completed; avoided

litigation.

1994; $2MM multi-campus hospital project was successfully completed; avoided

litigation and renewed customer satisfaction resulting in future new work.

Installation Team Leader and Project Manager, Indiana (1994-1998)

Profitably managed $10MM P&L team delivering projects into the new and

retrofit construction markets. Directing subcontractors. Interfacing with

building owners, architects, A&E firms, and general contractors

Account Sales Executive, Indiana (1993)

Led new channel development efforts in Indiana for this Johnson-Yokagawa

new business joint-venture. Captured new customers in new markets selling

Johnson-Yokagawa industrial controls. Sold $250K business in first year.

Joint-venture ended with Yokagawa in 1994.

Regional Service Manager, MI, OH, IN, KY (1992)

Accountable for P&L results of 15 service businesses within the Central

Region's 15 branches. Responsible for supporting and improving the

Region's $20 million service business.

BAILEY CONTROLS COMPANY, Cleveland, OH (now owned by ABB) 1988-1991

District Manager and Small Projects Manager, Ohio, Indiana, Kentucky

Managed P&L field operations business. Provided engineering, installation,

and aftermarket services to optimize performance at utilities, oil,

chemicals, pharmaceuticals, pulp and paper, steel, waste treatment

facilities, and other chemical process and technical manufacturing

industries.

. Profitably grew revenues to $5MM from $800K and delivering profits at

135% of plan.

PREVIOUS NON P&L MANAGEMENT EXPERIENCE

FRIES & FRIES COMPANY, Cincinnati, OH (1987-1988)

Fries & Fries specialized in the custom-creation of food and beverage

flavorings.

Contract Manufacturing Manager

Sourced and managed production and packaging at third party manufacturers.

THE DRACKETT COMPANY, Cincinnati, OH (1981-1987)

The Drackett Company (Bristol Myers division) was a leader in the consumer-

products chemicals business for such products as Windex, Vanish, and Dr?no.

Plant Engineer and Maintenance Manager, Franklin, KY (1985-1987)

Responsible for technical care of production equipment and facilities.

Managed staff of 35 people with a $2MM annual expense budget. Project

managed $500K projects annually, always completed at plan.

Process / Project Engineer, Cincinnati, OH (1981-1985)

Designed chemical processes and installed capital projects.

MONSANTO, Cincinnati, OH. (1980-1981)

Production Engineer for ABS plastics manufacturing.

GENERAL MOTORS - Packard Electric Group, Warren, OH. (1979-1980)

Production Engineer for chemical plating process and high-speed production

of metal components.

EDUCATION

UNIVERSITY OF ST. THOMAS, St. Paul, MN 2010

Mini Master of Project Management

XAVIER UNIVERSITY, Cincinnati, OH 1985

Master of Business Administration

ROSE-HULMAN INSTITUTE OF TECHNOLOGY, Terre Haute, IN 1979

Bachelor of Science - Chemical Engineering

CERTIFICATION

* Licensed Professional Engineer (PE) - Minnesota, Ohio, and Kentucky

* LEAN/Six Sigma Black Belt - certification in progress; complete July 2010

* Completed over 2600 Hours of various continuing education courses in

management, business delivery, service, sales, various technologies,

manufacturing, Six Sigma, LEAN, SPC, and ISO 9000.

Contact this candidate