Project Manager Sales

Bryan Doty

Columbus, OH LinkedIn Profile

614-***-**** **********@*****.***

PRODUCT AND PROJECT MANAGER

Energetic and seasoned executive blends financial, procurement and project

management skills to effect positive transformations, align and optimize

processes with customer needs, contain cost and increase profitability . A

proven team leader who communicates easily from top to bottom and across

all functions. Proficient with Microsoft Excel, Access, Word, PowerPoint.

Demings follower with real world experience in change management. Specific

expertise includes:

Customer relations Cert. Purchasing Mgr. Cert. Public Accountant

Project Leadership Lean Manufacturing, Kaizen Forecasts, Budgets

Negotiation Pricing, Terms Global Supply Chain mgmt Mergers, Acquisitions

Product Lifecycle Mgmt Total Quality Management Financial Modeling, Trend

Strategic Market Analysis Production Optimization Standard Costs, Variances

PROFESSIONAL EXPERIENCE

Consulting engagement to integrate newly acquired E-House Power Switchgear

integrator. 2013

3-month engagement to integrate and optimize Power Control House maker that

integrates ABB, Siemens, General Electric, Eaton, Scheider switchgear &

Bard HVAC into larger company, and to change culture to improve customer

satisfaction by delivering quality products on-time the first time.

Diamond Power International, Lancaster, OH 2001 - 2013

Division of Babcock & Wilcox. Designs, builds and sells large engineered

equipment systems into many industries. Revenue $3 Billion. Manufacturing

or service locations in 14 countries.

Business Development Project Manager, Mergers and Acquisitions 2007 -

2013

Executed transformational international and domestic acquisitions and joint

ventures to enhance top line growth.

. Identified new growth industries, acquired the best companies within them

to increase revenue and profitability.

. Integrated newly acquired companies into "the customer comes first"

culture of the parent.

. Prioritized highest impact process improvements to enhance new company's

profitability.

. Identified strengths and weaknesses of new companies, insured cross-

polination of best practices within group.

. Managed internal cross-functional teams and 3rd-party advisors through

due diligence and integration process.

Manager of Sales Strategy & Product Support 2001 - 2006

Oversaw the company's strategic sales bidding processes of $350 million

annually. Reviewed and approved all cost estimates and pricing for

international and domestic equipment bids. Introduced product lifeycle

enhancements.

. Guided internal engineering and manufacturing to think like the customer

and improve business processes.

. Improved customer relations during dynamic and changing competitive

environment.

. Coordinated global sales efforts for all bids to prevent destructive bid

overlap, improve product offerings with equipment manufactured nearest

the project sites to increase customer up-time.

. Increased new equipment business win rate and top line growth for all

years, year over year.

. Improved gross margin by 5% on new equipment sales while maintaining win

rate with smartened product mix offerings and discerning feature and

benefit strategies.

. Standardized product line to better meet customer needs and lower

associated company carrying costs.

. Managed the sales and operating plan, balancing needed production volume

with marginability.

Honda of America, Marysville, OH 1995 - 2001

Automobile manufacturer. Revenue $130 Billion.

Purchasing Coordinator, Cost Analyst

Responsible for supplier choice, contingency planning, price negotiation

and cost control throughout automobile life cycles. Provided financial and

cost anlaysis to support various projects supply strategies and price

negotiations.

. Managed automotive suppliers and negotiated price reductions from the non-

Japan automotive supply base of 2.5% annually for five years in a row.

. Evaluated cost impacts of emerging automotive technologies in

anticipation of new model roll-outs; advised courses of action to senior

management.

. Assessed financial condition of suppliers, approving them before supply

award decisions.

. Provided detailed BOM cost build ups in support of price negotiations and

product diversification projects.

. Participated and led project teams to implement best business and

production practices across the supply base.

. Managed, adjusted and maintained challenging schedules to improve

supplier performance and product quality.

White Consolidated Industries, Dublin, OH 1994 - 1995

Division of AB Electrolux Sweden. Appliance and kitchen cabinet

manufacturing. Revenue $16 Billion. Five companies with six manufacturing

plants in five states.

Product and Project Manager, Financial Analyst

Developed and implemented product line worth $150 million incremental

revenue targeted at the newly emerging home center market in America.

Responsible for Product lifecycle management.

. Taught engineering how to design and modularize product line for lower

raw material cost, manufacturing process improvement and last stage

customization and branding ability.

. Drove manufacturing to eliminate redundant processes, minimize touches

and streamline production resulting in very competitive cost structure

and improved customer satisfaction.

. Led the initiative to cross-manufacture all company products in all

company manufacturing facilities.

. Drove process improvement and lowered group operating expense by

benchmarking of unit cost of production.

. Reviewed and approved sales and operating plan (forecasts and activity-

based budgets) for all divisions.

Mills Pride, Inc., Waverly, OH 1989 - 1994

World's largest ready-to-assemble cabinet manufacturer, 1400 employees, 3.5

million square foot manufacturing facility. Fifteenth largest supplier to

Home Depot. Volume at 50,000 units per day.

Global Supply Chain Director 1989 - 1994

Responsible for production planning, material planning, strategic sourcing,

price and terms negotiation, inventory and warehouse management,

distribution requirements planning, freight in, air-ocean-rail-truck

logistics for this start up company. Annual purchasing spend of $125

million from 12 countries in Asia, East and West Europe, S. America.

. Globalized supply base to facilitate revenue growing from $0 to $250

million in five years.

. Established the lowest raw material price base in the world for all raw

materials used in this industry.

. Synchronized production, material requirements MRP1, manufacturing

resources MRP2 and distribution requirements DRP with spreadsheet

software to supplant lagging ERP system.

. Participated in all projects to increase manufacturing capabilities in

rapidly growing environment.

. Responsible for the ongoing material management project aimed at sourcing

the geometrically growing facility.

Asset and Inventory Accountant 1989 - 1990

. Created the inventory and product standard cost system and organized 1

million square feet of warehouse to enable weekly physical inventory

completion within 45 minutes.

. Took the initiative to undertake a project that recouped $1 million of

sales tax by analyzing CAPEX and identifying expenditures for equipment

within the production cycle for reimbursement.

EDUCATION

Bachelor of Science in Business Administration (BSBA) in Accounting - The

Ohio State University

Executive Education Program - The Max M. Fisher College of Business

CERTIFICATIONS

Certified Public Accountant (CPA), State of Ohio

Certified Purchasing Management Professional (CPM)

ISO 9000 Quality Auditor Certification

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