Sales Management

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Kenneth R Klar Academic

DRIVING PROFITABLE GROWTH THROUGH

Affiliation

STRATEGIC SALES LEADERSHIP AND SUPERIOR

CUSTOMER RELATIONSHIPS

Director - Sales & Support

Permaswage USA

Gardena, CA m: 323-***-****

United States

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

LinkedIn: http://www.linkedin.com/in/kenklar

Business Articles: http://www.musicdish.com/mag/list.php3?author=126

Entrepreneurial: http://www.musthavemusic.com

Bachelor of Science,

Mechanical Engineering

Summary

Executive MBA

Business Executive with a passion for music possessing more than 20 years of experience directing

engineered product evolution from marketing concept, to technical solutions, and full rate production.

Recognized for possessing keen instincts to identify and seize opportunities that achieve objectives in

highly competitive markets.

Executive MBA,

Entreprenuership

Expertise includes

Strategic Planning & Leadership / Continuous Improvement / Risk Management

Earned Value Management System (EVMS) / Development Road Mapping

Team-building & Mentoring / Business Development / Relationship Management

Training &

Certifications

KEY ACCOMPLISHMENTS

Enhanced customer relationships, top-line sales growth and industry brand recognition

Increased Top Line Sales 100% in 24 months ($3M/mo. in Jan 10 to $7M/mo. in Jan 12

Improved on time delivery 20% through a process that identified and resolved delivery

issues

Founded the Program Management Office, including recruiting and developing key staff

members in newly defined company roles.

Delivered a projected $25 million in annual revenue through 2012 by leading transition of

two major products into full rate production.

Achieved a $12 million cash advance by improving relationships, communications, and

flexibility with a portfolio of key clients.

Improved company backlog from 30% to 83% firm order coverage and boosted customer

delivery / quality ratings by 15% through a Voice of the Customer process that identified

and resolved quality and delivery issues.

Achieved 50% business integration into another corporate site 15% under budget and 2

months ahead of schedule

ESI International

Project Leadership,

Management, and

Work History Communications

Designed Metal Connections (DMC)

Gardena, CA, United States 2009 - 2011

Director - Sales & Support

The Kernzer Approach

$75 million business unit of the $125 million international company, Permaswage

to Project

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Part of a private equity management team challenged with doubling revenue in 2 years. Organized

Management

and led the organization responsible for Order Management, Demand Management and Customer

Excellence

Service/Technical Support of this $60M business unit (15 direct reports and 6 sales representative/

consultants)

As Company Key Senior Officer and Empowered Official, led improved ITAR processes

to ensure full compliance with US Department of State regulations

Enhanced customer relationships, top-line sales growth and industry brand recognition

Increased Top Line Sales Growth 100% in 24 months ($3M/mo. in Jan 10 to

$7M/mo. in Jan 12

Improved on time delivery by 20% through a process that identified and

resolved delivery issues

Identified and prioritized existing and untapped sales opportunities, and project their

Dunchurch Project

value and provided a forecast revenue to meet goals. Direct sales team on plan,

Management Services Limited /

execution and timing.

GEC Management College

Dunchurch Life

Cycle Management

Cobham, PLC / Sargent Fletcher, Inc.

El Monte, CA, United States 2003 - 2009 Assessor

Director - Program Management & Business Development

Site Integration Leader (2008-2009)

Selected to lead the move and integration of this $60M business unit into two additional corporate Dunchurch Project

sites, and continue to meet annual revenue goals, and maintain strong customer relationships with

minimal interruption to existing customers.

& Lifecycle

Project remains on track to $15M budgeted cost with 50% of the business move

completed, and 65% of personnel (100 employees) transitioned.

Manage customer confidence and coordinated improved production processes in the

Management

new locations. Incorporated lessons learned and lean techniques to maximize efficiency.

Actively managing real estate transactional issues including demolition of existing site as

well as environmental remediation of a Superfund site.

Director - Program Management & Business Development (2007-2009)

Promoted to direct business development while continuing to lead the Program Management team. Affiliations

Improved the company backlog from 30% to 83% firm order coverage.

Boosted customer delivery / quality ratings by 15% through the institution of a Voice of

the Customer program that helps to identify quality and delivery issues.

Pioneered a $50 million proposal to introduce a new aircraft refueling systems to the

Royal Saudi Air Force with the potential to create additional revenue streams through

Member, Project Management

contracts with other major clients.

Institute

Director - Program Management (2006-2007)

Lead fulfillment and execution of key client contracts secured by the business development team,

and coordinated the activities of a team of program managers, project managers, and project

assistants. Member of the Executive Staff.

Achieved a $12 million cash advance by improving relationships, communications, and

flexibility with a portfolio of key clients.

Delivered a projected $25 million in annual revenue through 2012 by leading transition of

two major products into full rate production.

Secured an RFP from the Royal Saudi Air Force by spearheading a $1 million flight test

program with a gross margin of more than 30%.

Contributed to the sole source selection as a $400 million auxiliary fuel tank supplier for

the Boeing KC-45.

Managed a $600,000 annual investment in an Unmanned Air Vehicle Aerial Refueling

Aerial Refueling Systems

R&D initiative with Texas A&M.

Advisory Group (ARSAG) -

Founded the Program Management Office, including recruiting and developing key staff

Advanced Concepts Panel

members in newly defined company roles.

Program Manager, Pneumatic Weapon Ejection Systems (2004-2006)

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Pioneered a leading role as the first Program Manager for the site, and managed development,

engineering, and delivery of multiple systems for major clients. Completed initial rate production Recommendations

deliveries for a $15 million system design and development phase that generated 30% in gross

margin returns, as well as for a $5 million small diameter bomb carriage. "I had the pleasure of working

Delivered $35 million in revenue with $6 million annual advanced payments by guiding with Ken for around 18 months

development of the first two pneumatic bomb rack development initiatives for the on a major project to

company, resulting in growth of product line sales from 15% to 45% of company consolidate a number of

revenue. Cobham Manufacturing

Generated $12 million in revenue with a 100% on time delivery rate by managing Facilities. In my role as

production readiness reviews, introducing a line of balance, and instituting risk Chairman of those projects this

monitoring and mitigation procedures. gave me the opportunity to both

monitor the performance and at

times offer assistance to Ken

Manager, F-2 600 Gallon External Fuel Tank Engineering (2003-2004)

and his team. During my time

Orchestrated all aspects of a complex engineering design and development program, and oversaw

with Ken I found him to be an

technical and program specifications, metrics, and milestones. Supervised and trained a team of

extremely professional

cross-functional personnel.

individual who recognizes the

importance of maximizing the

returns to the shareholder

whilst ensuring that he gains

the respect from his team and

Lockheed Martin Aero - Skunk Works

in doing extracting increased

Palmdale, CA 1989 - 2003 levels of performance with a

Aircraft Design Integration Team Lead (2001-2003) team under notice of

Key Contributor On The EC-130J Commando Solo Program, Managed recruitment, training, and redundancy. This is a unique

direction of a team of mechanical and electrical designers. Evaluated and approved design skill and coupled with Ken's

engineering documentation. Performed risk assessment and mitigation. Created and monitored strategic business acumen

team budgets, schedules, and performance goals and achievement of project design requirements. makes him in my opinion a

Administered personnel requirements, performance assessments, work assignments, prized asset which his next

and budget/schedule management. Provide technical leadership to the team to ensure company should consider them-

required functionality of the delivered vehicle is attained within program schedule and selves most fortunate to have

budget constraints. secured". Nigel Stacey,

Provided technical leadership in areas in design engineering documentation, including Director of Outsourcing,

aircraft specifications and LM-Aero design standards for structures, systems, and Cobham PLC

components.

I have been working with

Engineering Supervisor (1997- 2001)

Ken for several years now at

First Level Engineering Supervisor On The A-4AR (Argentina) Program, Actively Managed A Group

Sargent Fletcher. Ken is a

Of 10 Mechanical And Electrical Designers By Organizing And Setting Priorities For Mechanical And

very intelligent and quick

Electrical Engineers, Provided Status On Technical Progress And Schedules To Program

thinking professional. We

Management, Worked With Manufacturing To Ensure That Engineering Issues Were Resolved

come in close contact

Quickly And Efficiently As Well As An Instrumental Player In the Management Of Subcontractors.

managing the costs of new

Senior Servo Mechanisms Design Engineer (1989 - 1996) programs. I have found Ken

Responsible for investigating and recommending systemic, structural, and procedural changes to to be extremely dedicated to

aircraft hydraulic and flight control sub-systems in an effort to improve reliability and maintainability. getting loose ends sorted

out and making sure that

Designed and documented system improvements using 3D CATIA software.

everyone on the new

Provided On-Site Engineering Assistance to Flight Line Personnel for F-117A Stealth

business teams are well

Fighter which increased its Fully Mission Capable (FMC) Rate 10%

informed. Ken stays well

Redesigned a handle mechanism on a major classified project which increased its

informed and eager to take

reliability and service life by 200%

on assignments personally if

Utilized 3-D Cadam to analyze and resolve unexpected difficulties in engine inlet duct

interference while staying within the original modification schedule it will help advance the

Redesigned an engine inlet Blow-in Door Linkage for a major classified project to include companies objectives. I very

self-alignment and adjustment features, utilizing CADAM to determine its kinematics and much enjoy working for

resolve clearance problems

Ken . Bruce LeClair,

CPA, Financial Controller,

Sargent Fletcher, Inc.

Ken is a focused, result

driven program manager.

His strength lies in his ability

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Security Clearances to build a relationship with

his customers and drive his

Current Clearance team to meet program

milestones that generate

Secret

corporate revenue. As

Issued

Director of Business

Development, Ken led his

Held May 1989 - Jan 2007

Highest Clearance Ever Held

team through successful

Secret campaigns to secure critical

Issued programs in the Weapons

Carriage and Release and

the Aerial Refueling product

lines.

Community Service Guillermo Barba, Director

of Engineering, Sargent

Fletcher Inc.

"One on One Outreach" - Volunteer

I have worked with Ken Klar

at Sargent Fletcher, a

Cobham Company for the

One on One is small, 100% volunteer charity that provides food in a specific

last several years. Ken has

consistently shown an ability

neighborhood in South Central Los Angeles. We pack and deliver groceries door to

to be both strategic and

tactical in the execution of

door on the last Sunday of every month except November when we deliver turkeys his responsibilities. As a

member of the Sargent

Fletcher executive team he

before Thanksgiving and on Christmas we deliver toys on Christmas day to the kids

is a problem solver with an

eye for detail, exceptional

in the neighborhood program management skills

and can be counted on to

"step up" when needed to

lead cross functional teams.

Awards & Recognition Recently Ken was asked to

take on the leadership role

for the Business

Precision Strike Sargent Fletcher Development team in

Association Award President's Award addition to his current

responsibilites as Director of

Program Management. Ken

quickly educated himself on

outstanding issues, adapted

quickly to a juggling two

roles and has been able

focus and motivate the

business development team.

Ken has strong managerial

skills and is viewed by the

employees has a

straightforward and trusted

Click on the image to view Click on image to view

leader. Kathi Guiney, Sr

Human Resources

Consultant, Sargent

Fletcher Inc.

"I have worked with Ken on the

closure and transfer of the

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Sargent Fletcher Business to

Davenport. IA and Buffalo, NY.

Ken has proven to be a reliable

and very capable Project

Manager and team player. He

has worked well under difficult

circumstances always looking

for new and innovative ways of

overcoming the every day

obstacles that are thrown at him

during the course of a

Transitioning Project. Ken has

been an integral part of a team

that has achieved the Project

time scales, within Budget and

without any disruption to the

Business and, more

importantly, to our Customers. I

would employ Ken again as a

Project Lead without thought".

Peter Dobbs - Director of

Transformation, Cobham plc.

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