Sales Supply Chain

GARY J. NIEDERPRUEM

**** ****** ***** **.

Naperville, IL 60564

Cell: 630-***-****

************@*****.***

EXECUTIVE SUMMARY

Business Leader with P&L experience in industrial companies with a heavy

technology focus. Adept in leading global, multifaceted teams during times

of growth and business transition. Proven general management type

background increasing market share and profitability, innovative problem

solving, consensus building and complexity reduction.

Business Management Experience. P&L responsibility for global revenue

of $250+ million. Accountable for top line revenue, gross profit and

operating profit. Business unit comprised of multiple product lines,

sold in every region of the world through a variety of channels.

Global Operations Leadership. Steering committee member for plant

rationalizations including expansions and eliminations of facilities.

Strong background in marketing and sales with a technical orientation.

Significant experience in managing global, cross functional

organizations and leveraging the key organizational elements to deliver

world class solutions to developed and emerging markets.

Business Strategy Capabilities. Key team member for a $400 million

divestiture. Initiator, driver and key contributor to a variety of

other divestments and potential acquisitions. Extensive engagement in

building five year strategic plans.

Sales and Go to Market Expertise. Create, develop, and manage global

marketing and sales activities focused on increasing revenue, growing

market share, and improving profit. Thorough understanding of packaging

products and services to ensure value creation.

New Product Development Initiatives. Leader of new product development

board with current oversight of 20+ active, global programs with a

revenue stream potential of $300 million.

EXPERIENCE

EMERSON ELECTRIC 2004 -

Present

A Fortune 100 diversified manufacturer with revenues exceeding $24 billion.

Consistently ranked in the Top 5 of most admired companies in the

industrial manufacturing sector.

Director of Global Product Management and Marketing (2007 - Present)

Responsible for leading a global $250 million business segment. In the

past 12 months, increased operating profit by 20 points. Achieved

improvements in every operational area of the P&L statement.

. Driving force behind six consecutive quarter over quarter gross profit

improvements despite lower sales volume. Increase within this cycle

equates to a 25% gain. Primary drivers included product redesigns,

selective price increases, operational leverages and product line

rationalizations.

. Leveraged variable and global resource base to manage rapid growth cycles

(+40% quarter over quarter) and sudden sales volatility (-25% quarter

over quarter).

. Reduced controllable SG&A costs by 30% over the past 36 months.

. Re-structured product segments (core vs. non-core) to drive shortened

delivery intervals and reduced inventory, improving operational lead

times by 30% and reducing overall inventory by 25%.

. Identified and developed the first global staff in this arena. Overall

leadership of global staff of 25 includes staffing of Directors of

product management, Director of engineer, program managers and global

marketing managers on multiple continents.

. Reduced complexity in every product line. Eliminated 30% of saleable SKUs

within 18 months. Introduced standardized platforms. Achieved 1.5 pt

improvement in margin and .5 pt in ITO.

. Initiated first global collaboration focused on engineering,

manufacturing and supply chain development and execution. Initiative

provided the framework for all high volume, low mix opportunities.

. Drove launch of industry's first truly global product platform. Platform

allows for alignment of global supply chain, multiple manufacturing

facilities and leverages engineering competencies. End product will

carry a 20% cost reduction and a 50% reduction in cycle time.

. Transformed marketing communications team to a comprehensive marketing

department focused on effectiveness and customer reach. Developed key

metrics to determine effectiveness of major developments.

. Strong contributor to several potential acquisitions. Commercial

operations consisted of market sizing, supply chain agreements,

operations rationalization, sales channels, financial implications and

final recommendations.

. Driver and key presenter at annual profit review and planning conference

sessions to the Emerson Office of the Chief Executive. These sessions

define the strategy and execution for all financial improvements and

business development growth initiatives over a five year horizon.

Director of Product Management, Solutions (2005 - 2007)

Direct responsibility for the $175 million North American Network Solutions

business.

. Formulated and implemented a multi-tier business attack plan targeted at

industry's largest electronics OEM that increased market share by 40% in

12 months. Revenue increased by $80 million over 3 years.

. Principal in charge of rationalizing two businesses to drive maximum

synergies. Scope included sales, marketing, engineering, supply chain and

finance. Resulted in $2.5 million of cost reduction, facility

consolidation and elimination of any competitive inconsistencies in the

marketplace.

. Launched aggressive customer and pricing rationalization programs to

determine overall financial health of specific product and market

segments. This program resulted in a sustainable 1.5% pricing profit

since the commencement.

. Led negotiations for a $1.5 million excess and obsolete disposition with

one of company's top 5 customers.

. Initiator of a product line divestment. Areas of oversight included:

management presentations, ultimate sales price, sales channel

negotiations, supply agreements and customer communications.

. Significant influencer in various organizational reviews. Input directly

led to a realignment of the sales force and a reorganization of the

engineering and product management groups.

Director of Product Management, Active Enclosures (2002 - 2005)

Accountable for largest segment within business unit ($100 million) geared

towards engineering, manufacturing and selling highly engineered and

customized solutions to a variety of customers and channels.

. Active participant in a $400 million divestiture. Responsibilities

included preparation of management presentations, product introductions

and facility visits.

. Improved incremental revenue by $2+ million and profit by $750,000 by

spearheading an aggressive marketing launch towards previously untapped

"tier two" OEMs.

. Organized and led a $4 million cross functional cost reduction effort

with the largest customer. Outcome was a slight price reduction for the

customer, and a 12+ pt improvement in gross profit.

MARCONI 1999 - 2004

A multi-billion dollar global conglomerate focused in the technology and

industrial segments. Emerson subsequently acquired a $400 million division

of Marconi in 2004 (portion of the legacy RELTEC).

Senior Manager, Account Management (2001 - 2002)

Responsible for all customer service, inside sales and technical support

for a $150 million business unit. This group was the primary interface

between the customer base, sales and operations.

. Implemented a precise forecasting tool allowing for accountable inputs by

sales, marketing, finance and operations.

. Conducted a skill set analyses on account management group of 17

employees. Final recommendation given was to consolidate the group with a

similar group located in Cleveland.

. Led consolidation efforts between the two groups for a successful

completion over a nine month period. Resulted in a 15 person head count

reduction, $1.5+ million of cost savings, and a single point of customer

contact.

Product Manager (1999 - 2001)

Accountable for a $60 million highly engineered and customized solutions

product line for one of three specific market segments.

. Led efforts to expand product portfolio to capture additional revenue

based on market insights and awareness.

. Thrust into an urgent assignment requiring securing and growing a key

emerging customer. Over 18 month period, developed multiple products

tailored to this specific customer. Profitably grew customer from $5

million to $35 million, while increasing market share from 10% to 80%.

. Introduced a revolutionary, modular product into the industry that

enabled customer base to achieve cost reductions in an original fashion.

RELTEC 1996 - 1999

A $750 million KKR backed company. Company was focused in the technology

sector and conducted an IPO in 1998. Marconi subsequently acquired RELTEC

as a key strategic investment into the technology space in 1999.

Product Manager (1998 - 1999)

Responsible for a $30 million product line focused on selling precision

products to direct customers and through a vast distribution network.

. Negotiated the introduction of incremental distribution channels,

increasing sales by over 25% in the first 12 months.

. Key participant in steering committee eventually recommending and

implementing a nationwide network of manufacturer's representatives to

augment existing sales resources.

Senior Product Specialist (1997 - 1998)

Assumed increasing responsibility for specific products. Handled extensive

customer and vendor interactions to ensure alignment throughout

organization.

Product Specialist (1996 - 1997)

Successfully contributed to growth in product area that lasted 4

consecutive years.

EDUCATION

John Carroll University - 1996

B.S.B.A. - Marketing

B.S.B.A. - Logistics

Presided, for two years, on the "Board" of an adjacent Emerson company as

part of a General Management leadership development initiative. Activities

included quarterly financial reviews, tactical

assessments and long term strategic planning

Emerson steering committee member for business complexity reduction

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