Sales Marketing

James Groves

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

Address: ***** *. **** ******

City: Phoenix

State: AZ

Zip: 85045

Country: USA

Phone: 602-***-****

Skill Level: Director

Salary Range: 150

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

JAMES G. GROVES

16632 S. 16th Avenue, Phoenix, AZ 85045

Tel 480-***-**** - Mobile 602-***-**** - *********@********.***

GLOBAL SALES & MARKETING EXECUTIVE

o Global strategic mindset

o Robust industrial and automotive retail sales and marketing background

o Built and led sales organizations in North America, Asia, and Latin America

o Deep understanding of industrial and automotive distribution channels

o Managed in a lean enterprise environment, helped build another lean culture

KEY RESULTS:

a Restructured business unit product line and customer base for return to profitability.

a Reorganized sales, marketing and engineering groups for improved customer focus, greater effectiveness and cost savings.

a Built and led USA sales and marketing organization of over 100 people.

a Created successful China manufacturing joint venture with $30 million total investment.

a Restructured USA companyas business presence in India, Australia and Brazil to optimize sales, expenses and investment

a Implemented Sales & Operations Planning process in USA and Europe, resulting in $45 million inventory reduction over two years.

a Organized USA specialty automotive distribution channel with exclusive territories, dealer agreements and coop marketing

EXPERIENCE:

Vantage Mobility International, LLC (aVMIa), Phoenix, Arizona

$100 Million converter of minivans for wheelchair access

Vice President Sales, Marketing and Product Planning 2007-2012

Report to President/Owner. Led Sales, Marketing, Product Management, Training and Customer Service functions for the enterprise. Key focus: installation of processes and organization allowing scalability of the company from a tightly-run family business to a much larger enterprise.

a Produced 20% revenue growth in flat automotive market.

a Organized distribution channel into exclusive territories, with dealer agreements and coop marketing

a Reorganized field sales for more effective dealer channel coverage and improved concentration on key growth product line.

a Restructured Product Management to focus on key product opportunities

a Implemented Phase Gate new product development process

a Instrumental in enterprise-wide Lean and 6 Sigma implementation

a Implemented industry leading dealer training program

Rexnord Industries, Milwaukee, WI (2004-2007)

$1.2 Billion manufacturer of mechanical power transmission and conveying equipment

Vice President/Business Unit Manager, Engineered Chain 2005-2007

Reported to Group President. Directed the Marketing and Engineering functions. Responsible for strategy development and implementation in a turnaround situation.

a Implemented strategic sourcing business model with all top customers, resulting in double-digit gross margin increases with OEM and aftermarket distribution channels.

a Restructured marketing department into a proactive, customer-driven unit. Merged engineering functions of two related business units for efficiency and process uniformity.

a Led product line and customer rationalization resulting in 25% SKU reduction with no reduction in gross margin dollars.

a Institutionalized standard voice-of-customer process for new product development

Vice President Global Marketing, FlatTop Chain Group 2004 a 2005

Reported to Group President. Led global marketing function with regional headquarters in the USA, Italy and The Netherlands. Responsible for global strategy development and implementation through diverse worldwide sales organizations.

a Reorganized three regional legacy marketing groups from acquired companies into one global marketing function.

a Led strategy development process resulting in a new growth direction

a Implemented stage gate process for new product development

a Led process improvement initiatives which resulted in higher customer responsiveness with 15% reduction in marketing-related G&A expense.

a Achieved budgeted 30% group EBITDA

Timken US Corp., Torrington, CT (Acquired The Torrington Company. 2/03)

$3.8 Billion manufacturer of industrial bearings and specialty alloy steel

Vice President Intal Sales and Business Development - Industrial Div. 2003

Reported to Division President. Post-acquisition transition assignment to unplug twelve Torrington Company international locations from local country Ingersoll-Rand parent companies, then integrate with regional Timken Company operations.

a Documented business model details of Torrington business presence in all international locations.

a Provided talent and placement assessments on all acquired international employees

a Liaison to resolve appropriate continuation of Ingersoll-Rand local company transition support per contract, and resolved local country employment & compensation issues for transitioning acquired employees.

Ingersoll-Rand Company (IR), Torrington, CT (DBA aThe Torrington Co.a) (1985-2003)

$1.2 Billion industrial bearing unit of I-R, a $10 billion diversified industrial manufacturer

Vice President Intal Sales and Business Development - Industrial Div. 2001-2003

Reported to Division President. Directed Latin America and Asia Pacific sales organizations for Industrial and Automotive Divisions, plus worldwide export sales from China and India manufacturing joint ventures. Responsible for international market strategy development and implementation.

a Reorganized Asia Pacific selling organization around target customer industries, resulting in 25% sales growth and more profitable sales mix.

a Restructured Australia business model, getting 10% revenue growth in first year while saving $300K/year cost and $350K inventory.

a Revamped Mexico and Brazil businesses for improved performance in poor economy.

a Restructured India sales & JV manufacturing presence for $400K/year cost savings, $1 million reduction of investment, and $100K/year in royalties replacing unprofitable sales.

a Rationalized worldwide selling responsibilities for asecond branda China joint venture product, yielding 40% increase in exports.

Vice President Sales/Marketing a Aftermarket Div. 1999 a 2001

Reported to Division President. Built and led 100+ person North American sales and marketing organization with $300 million sales budget. Accountability with matrix structure in Europe, Asia, and Latin America.

a Developed new growth strategy and built new division sales and marketing organizations

a Reduced selling expenses 7.5% and exceeded worldwide sales and profit budgets.

a Globalized European automotive aftermarket business, achieved 25% sales increase.

a Developed second brand product offering for USA commodity market segment.

a Led team which reduced order-to-shipment time for Latin America exports by 90%.

a Launched Latin America e-commerce site, transacted $1 million 1st year, $2 million 2nd

Manager/Global Business Development - Fafnir Bearings Div. 1996 a 1999

Reported to Division Business Manager. Project leader for specific international operations and market expansion projects. Managed a rotating group of specialists assigned to these projects.

a Directed a three-year technology transfer to China manufacturing joint venture.

a Expanded commercial presence in Brazil/Mercosur area for 30% sales increase.

a Turned around underperforming India manufacturing joint venture with new business strategy to supply unfinished components to USA plants.

a Spearheaded implementation of Sales and Operations Planning process in Europe.

EDUCATION

MBA (Concentration in Management)

Rensselaer Polytechnic Institute, Hartford, CT

BA, Psychology (Minor in Business Administration)

University of Oklahoma, Norman, OK

Six Sigma Green Belt Certification

Rexnord Industries, 2006

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