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Sales Manager

Success, Missouri, 65570, United States
May 31, 2017

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Senior operating executive with extensive experience in domestic/international business development. Solid record of general management success in aerospace maintenance repair & overhaul (MRO) and manufacturing with fortune 500 and Private Equity Portfolio Companies. Reputation as a strategic business leader with a track record of implementing strategic and tactical plans that result in profitable business growth and increased shareholder value. Excellent communication and problem solving skills and the ability to build solid customer relationships as well as influence cross-functional teams. Competencies include:

Business Start-ups

P&L Management

Business Turn-arounds

Mergers & Acquisitions

Business Growth

Change Management

Lean and CI Implementation

Global Multi-Site responsibilities

Professional Experience

Aerostar Aerospace, $30M (a Nautic Partners Investment) 2015 - Present

Phoenix, AZ a leading aerospace hardware provider.

Chief Executive Officer

Managed a Business ~$30M made up of 2 companies with 150 employees located in Phoenix & Los Angeles. Challenged to profitably grow the business organically & inorganically.

Successfully acquired and integrated a business located in Los Angeles to add customer and product diversification

Won over $8M of new business from Honeywell, Parker Aerospace, Woodward and others

Developed and implemented strategies to realize over $1M cost savings and acquisition synergies

Recruited and hired corporate level Chief Financial Officer and Vice President of Continuous Improvement

Implemented a business culture of accountability

Ametek Aerospace & Defense, $600M 2012 - 2014

Wilmington, MA, a leading global aerospace hardware provider.

Vice President, MRO North America

Managed a Business Unit ~$140M made up of 7 MRO companies with 500 employees in 9 facilities across North America. Challenged to stabilize and profitably grow the business unit.

Implemented Continuous Improvement and Lean Principles to increase YOY profit 10%

Performed due diligence, acquired and integrated a multi-site business which delivered planned sales and profit

Facilitated operational improvements to reduce turnaround times from >30 days to < 20 days

Implemented systems and controls to reduce Working Capital by ~10%

Reorganized the sales team to deploy an integrated global sales strategy

Haas Group International, $580M (a Jordan Company Investment) 2011 - 2012

West Chester, PA, a leading global chemical distributor and supply chain manager.

Vice President & General Manager

Managed a $25M P&L and all business functions, challenged to profitably grow a distribution business.

Grew YOY revenue 20% and EBITDA 36%

Gained critical distribution lines through building supplier relationships

Directed creation and deployment of vendor managed inventory programs to increase sales 20%

Modified the distribution strategy to increase product availability and reduce lead times by ~ 25%

Advanced Chemistry & Technology, $25M (a Jordan Company Investment) 2010 - 2011

Garden Grove, CA, a leading manufacturer of Polysulfide Sealants for the aerospace industry.

President & Chief Executive Officer

Managed a $25M P&L, challenged to increase shareholder value and position the company for sale.

Positioned business for sale and successfully exited with a sale to 3M in 2011

Grew YOY revenue 23.4% 2010 to 2011

Grew YOY EBITDA 35.7%

Implemented Lean Principles to improve throughput and cost

Secured first ever Boeing wide body supply contract

Dover Corporation, Sargent Avborne, $50M 2008 - 2010

Miami, FL, The largest 3rd party aircraft accessory MRO business in the world.

Group Vice President & General Manager

Managed a $50M P&L with 300 employees and ~ 160,000 sq. ft. of manufacturing space and all business functions. Challenged to turn company around from significant operating losses and align all aftermarket activities to drive growth.

Executed significant restructuring initiatives to achieve operational break even

Implemented Key Performance Indicators (KPI’s) to improve Quality, Cost, Delivery and customer satisfaction

Re-established key customer relationships which had been previously severed due to past quality issues

Developed and implemented a value engineering program to improve Gross Margins ~ 10%

Created and deployed a process to drive new product development

Danaher Corporation, Pacific Scientific Aerospace, $375M 1990 - 2008

Duarte, CA, A leading aircraft component and subsystem manufacturer.

Group Vice President, Sales & Marketing 2007- 2008

This newly created position was challenged to align and integrate a sales strategy for a $375M group, made up of six operating units into one to drive strategic growth.

Created and deployed a sales strategy to win contracts valued at ~$100M on the B787 and A350

Drove creation and execution of the group strategic plan

Implemented Value Selling and Sales, Inventory, Operations, Planning (SIOP) to drive profitable growth

Established and monitored sales goals and objectives to drive strategic account growth

Pacific Scientific Aviation Services Company, $50M 2000 - 2007

Miami, FL, A leading component MRO company.

President & General Manager

Challenged to sustain rapid growth of a start-up aerospace aftermarket business through organic growth and acquisition.

Grew a startup business to $50M

Started and managed multiple global facilities with ~300 employees and 100,000 sq. ft. of floor space

Performed due diligence, acquired and integrated a multi- site business to support strategic growth plans

Deployed Danaher Business System tools to drive productivity and throughput while reducing cost


Master of Business Administration, Pepperdine University, Malibu, CA

Bachelor of Business Administration, University of San Diego, San Diego, CA

Center for Creative Leadership, Greensboro, NC

Next Level Partners, Strategic Goal Deployment

Danaher Business System, (DBS)

Dover Executive Leverage and Leadership Academy, (DELLA)

IBM Sales Training

Karrass Effective Negotiating

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