Sales Customer Service

Tony Galuardi

************@***.*** ** West Rock Road, Trumbull, CT 06611 203-***-****

Summary of Qualifications

Global Aftermarket Business Strategy professional working for major Fortune 500 companies with over 20 years of executive experience, including domestic and international business and leadership qualifications. Skilled in managing P&L’s, strategy development, product support, program management, operational excellence, team building and business integration. Proven leader with sales and marketing experience in multiple go to market strategies including direct customer and dealer distribution channel. Results oriented, focused on providing the product support face to the customer and leading that effort with a clear vision of “world class” customer service. Experienced leader in transition, integration and change management.

Core Competencies

Sales and Marketing

Program Management

Strategic Planning

Operational Excellence

Life Cycle Management

Supply Chain Optimization

International Sales

New Business Development

Contract Negotiations

Experience

Milacron Corporation, Cincinnati, Ohio 2015 to present

Global Aftermarket (Parts and Service) Business, Vice President and General Manager

Responsible for leading, developing and executing the Global Aftermarket business strategy including strategic and tactical leadership for the Parts and Services across all divisions of Milacron. Responsible for driving the sales, pricing, and customer care center strategies and direct accountability for all of our parts transactions, technical support capabilities, call centers, distribution facilities and overall order fulfillment.

Developed and executed Aftermarket business plan initiatives that exceeded financial and operational targets including parts sales growth, profitability and customer satisfaction. Led marketing, customer loyalty and servicing programs. – Result: increased revenue growth by 15% and profitability by 20% with a 25% improvement in market share for underpenetrated accounts along with significant performance improvements in Aftermarket operating metrics OTD, parts availability and 24 hour service fill rate.

Managed Aftermarket activities including forecasting, planning, inventory management, warehousing, and market intelligence. – Result: Improved inventory management processes to optimize responsiveness, developed pool levels, and reduced working capital by 15%. Improved OTD to customers by 20%.

Developed parts distribution network for all of Milacron’s Aftermarket parts business in North America and Europe. – Result: Consolidated Parts Distribution Network from 25+ warehouses to 3 fully functional Parts Distribution Facilities and improving 24 hour service fill by 20%

Designed and implemented regionalized Aftermarket support process globally across the major Machinery markets. – Result: Developed standardized processes and regionalized customer support, improved our customer call center response time by 50%, reduced our average speed of answer to below 10 seconds.

Caterpillar Corporation, Milwaukee, WI 2007 - 2015

Global Parts Business, Director – Customer Support (2011-2015)

Responsible for Parts Operations including Customer Service and Parts Distribution activities. Managed regional based parts teams across the globe and product oriented parts teams in the manufacturing facilities to provide the highest level of parts support through our dealer network to our end customers.

Developed the interim parts distribution network for the Expanded Mining Products. – Result: Consolidated Parts Distribution Network from 100+ warehouses to 10 fully functional Parts Distribution Facilities while improving service fill by over 40%.

Designed and implemented the centralized dealer parts support centers concept globally focused on standardized processes and centralized customer support. – Result: reduced customer parts backorders by 60%, increased ship date accuracy by 50% and provided 100% response time within 24 hours.

Developed strategic business plan initiatives to increase parts sales growth, profitability, safety, and customer satisfaction with focus on global parts strategies, life cycle and fleet management opportunities. – Result: Parts sales up 25%, increased global parts market share to 50% with EBITDA growth of 20%

Global Parts Business, Director – Customer Support (2009-2011)

Bucyrus International was acquired by Caterpillar in 2011 and located in Milwaukee, WI. Responsible for P&L and providing executive leadership to international business units in Europe, Africa, China, India, Australia, Chile, Brazil, and Canada with sales of $427M and 250 employees.

Conceived and directed strategic business plan initiatives to address growth, profitability, safety, and customer satisfaction with focus on global pricing discount structure and value based marketing – Result: Generated record revenue, with profits up 10% and increased global parts market share to over 40% with EBITDA growth of 30%

Repositioned priorities to focus on primary opportunities in global energy and metals sectors, emerging markets of China, India, and Brazil, and fleet replacement programs in South America and Canada – Result: Increased booking margin by 10%, inventory turns to 3.5, and achieved 18% operating profit

Directed channel management strategies for global markets during significant factory capacity and supply chain challenges and aligned pricing to market demand – Result: Grew international parts revenue by 25% and completed customer alliance agreements with strategic customers for all parts purchases.

Regional Sales and Service Leader - Americas, Director (2007 – 2009)

Terex Mining Equipment Division was acquired by Bucyrus International in late 2009. Responsible for P&L, strategic vision and positioning, growth, operations, and repair and maintenance facilities in the US, Canada, and Latin America with sales of $350M and 175 employees. Provided market leadership and support for Mining operations and led the sales and service teams in the Americas region. Includes sale of capital equipment and all aftermarket support activities for Terex mining products, leadership of factory parts support, and P&L responsibilities for all regional branch operations.

Designed and implemented decentralized organization focused on local customer support and decision making – Result: Increased revenue by 35% and earnings by 15% while operating 8% under budget.

Initiated planning and forecasting continuous improvement process – Result: Reduced variation in the factory build cycle and improved the on time delivery of products destined for the Americas. Led the S&OP process to reduce overall lead time by 40% and improve forecasting accuracy by 35%

Integrated territories within the Americas region that merged parallel businesses, restricted leadership, leveled regional compensation policies, established financial performance expectations, and consolidated cost / profit decision – Result: Lowered SG&A by 4%, established “One Face” to the customer in Americas, saved $5M on commodity sourcing aggregation, and reduced 30 day past dues to zero.

Sikorsky Aircraft Corporation - United Technologies, Stratford, CT 2002-2007

New Business Development - Commercial and Foreign Military Programs, Director

Led the efforts for New Business Development (NBD) associated with aftermarket helicopter support programs for the Worldwide Customer Service (WCS) Sikorsky Aircraft Division.

Led team to manage all program metrics associated with the execution and performance of the aftermarket logistics programs for major commercial and military helicopter customers – Result: Developed $275M partnership with Corpus Christie Army Depot to support US Army Black Hawk helicopter repairs, parts, and service. Increased throughput 60%, reduced downtime 30%, and improved parts availability by 45%.

Provided leadership in developing the plan for the overall program management of major helicopter support programs. Includes management of the performance, risk, cost, schedule, and subcontractors – Result: Strategically led the team and managed the partnership with Eurocopter to win the $350M Contractor Logistics Support (CLS) effort for the US Army Light Utility Helicopter (LUH)

Conexant Systems, Newport Beach, CA 2000 - 2002

Supply Chain and Business Operations, Executive Director

Primary focal point and resource to Business Unit Management and all functional organizations for Supply Chain and Business Operations related activities of the Personal Computing and Imaging Division.

Managed a divisional group of product managers to establish and execute an operational plan from forecasting and new product launch through obsolete inventory management – Result: Increased the quality of Supply Chain management support and efficiency by driving improvements in forecasting accuracy by 40%, improved on time delivery to 95%, total inventory reduction of $55M, increased inventory turns to 6, and drove gross operating margin improvements of 13% to the bottom line.

Honeywell Aerospace (Formerly AlliedSignal), Phoenix, AZ. 1982 - 2000

Commercial Regional Aircraft Spare Parts, Director (1995 – 2000)

Responsible for P&L, strategic vision and positioning, growth, supply chain operations for aftermarket for and maintenance facilities in the US, England, Canada, and Germany with sales of $175M and 100 employees.

Commercial Airline Engine Support Sales, Manager (1986 – 1995)

AlliedSignal Aerospace purchased the Lycoming Division from Textron in 1995. Responsible for development and implementation of strategic plans related commercial airline engine programs. Included forecasting sales to support the annual five year strategic planning cycle and developing Business and Marketing strategies to achieve this forecast.

Various Positions (1982 – 1986)

Held increasingly responsible positions at the Lycoming Division including Manager, Spare Parts Sales; Manager, Product Support Requirements; Logistics Engineer, Commercial and Military Aftermarket Programs; and Account Representative, Commercial and Military Aftermarket Programs

Education

Sacred Heart University, Fairfield, CT

MBA – International Business, Dean’s List

Bryant College, Smithfield, RI

Bachelor’s of Science – Marketing, Dean’s List

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