General Manager
Resume:
James W. Pellikan
Canal Fulton, OH *****
**********@*******.***
www.linkedin.com/pub/james-pellikan/12/778/482
GLOBAL BUSINESS LEADER
Accomplished operations leader and business manager with a progressive career of successful
results. Excels in strategic concept-to-execution and tactical change management. Strength in
identifying and accelerating performance improvements that contributes to bottom line. Implements
change that produces transformation and employee development. A cross functional champion that
builds on gains created by change and easily communicates across all company groups and levels.
Key Accomplishments
Master Circle & 100 Sales Club recipient each year as RSM for exceeding revenue/profit targets.
Cross functional team leader that managed North American consolidation at a $1.2M savings.
Led a cross functional staging team of 15 functional groups resulting in $1.8M savings.
Grew top line revenue 5x during tenure as GM for Saint Gobain. Grew from $11M to $60M.
Improved operating margins at Saint Gobain from negative 4% to positive 16% in same period.
Developed and executed European marketing plan resulting in 15% sales growth.
Core Competencies
Collaborative Leader Finance Management Consolidations
Global Sales & Service Project Management (PMP) Change Management
Strategic Planning Market Development Cross Functional Teams
Lean Manufacturing Operations Management Mergers and Acquisitions
Profit & Loss Management Revenue Expansion Client / Customer Focused
PROFESSIONAL EXPERIENCE
Diebold Inc., Canton, OH 2001 - 2013
$3B manufacturer and service provider of automated cash machines and security protection products.
Regional Solutions Manager, North, West and Florida Field Operations 2010 - 2013
Oversaw service region of 5 District Managers, 150 Technicians, and 100 Contractors covering 75%
of the U.S. ($48M in revenue).
Achieved Diebold 100 Sales Club Award each year for exceeding revenue goals over 100%.
Managed metrics with technician teams and managers that exceeded targets by 4%. Key metrics
included tech productivity, call rates, fix it first time, response times, truck stock cycle counts.
Region had highest customer satisfaction results in North America at 98% overall survey rating.
Created seed-nurture-harvest program for all technicians that drove additional billed work with
new prospects resulting in 3% add-on sales.
Received Master Circle award each year for exceeding plan profits and technical goals by 4%.
Director, Implementation Business Solutions, HQ Operations 2009 - 2010
Provided operational leadership and improvement solutions to $100M+ Implementation business.
Led field consolidation team on reduction initiatives resulting in $1.2M savings.
Improved install date management, order closure and attainment of revenue forecasts by 10%.
Worked with installation quote team and improved quote turnaround time from 12 days to 5 days.
Led Strategic Sourcing Team and established standard job scopes and pricing for outsourcing.
James W. Pellikan Page 2
Director, Implementation and Global Project Management
North America, Field & HQ Ops 2001 - 2009
Oversight and governance of the program/project management and implementation organization.
Established Project Management Office (PMO) that centralized global project processes and
accountability for managing 175 sizable projects generating $280M in annual product revenue.
As cross-functional leader, centralized product staging of 50 branch locations, resulting in annual
savings of $1.8M by reducing product staging time 55% and utilizing a 30% lower labor pool.
Saved $500,000 of PM training costs by getting DEC to create computer PDU training modules.
Completed 150+ continuous improvement initiatives related to people, process or technology.
(e.g., Project Radar, ARIBA roll out, Workload Tool, Replacement parts value mapping, etc.).
Established PM methodology, standards, best practices and metrics for Global Project Managers.
Managed launch and deployment of PM enterprise resource tool “Primavera” to all countries.
Developed the “Implementation Best Practices Team” that eventually went company wide.
Saint Gobain, Inc., Technical Business Unit, Niagara Falls, NY 1994 - 2001
$56B building materials company with HQ in Paris and $400M business unit in Niagara, NY.
General Manager & Global Business Manager, Dover, OH
Started at company with $11M and grew it to $60M in revenues during tenure. Managed Global Sales
Team with managers in Europe, Latin America, Hong Kong, Canada and US.
Extended product line and expanded markets to “Do-It-Yourself” Big Box Retailers globally,
resulting in doubling of top line revenue. W ent from 11M to 25M in first two years.
Transformed merger infrastructure - distribution, plant, personnel – resulting in 40% profit growth.
Acquired major competitor, providing key access to large accounts; adding 15% to top line.
Improved “lead time delivery” from 14 days to 5 days and customer fill rate from 72% to 95%.
Led the SAP Supply Chain- state and creation- working with all global facilities and consultants.
Developed and deployed business plan for European DIY market entry, resulting in 20% growth of
global brand.
Diebold Inc., Canton, OH 1985 - 1994
$500M manufacturer and service provider of automated cash machines and security products.
Industry Marketing Manager
North America Security Products - Commercial Verticals 1992 - 1994
Marketing Manager of vertical commercial markets - primary market was Healthcare, secondary
markets were: Hotel / Motel, Fast Food, Casinos, Retail, Stadiums, Theme Parks.
Developed business plan and trained sales on card systems entry into Healthcare market.
Built and managed strategic alliances with product suppliers for “OEM” product strategy.
Created a centralized competitive repository that sales and marketing organization could access.
Made presentations to customers on card system product concepts that sales would line up.
Diebold - Financial Management - Field and Corporate Operations 1985 - 1992
Product Controller with staff of analysts responsible for corporate budgets, productivity/ P&L/ balance
sheet analysis and product coordination. Also pricing manager for North America Sales and Service.
Served as member on Corporate Strategic Planning Committee that forged five-year strategy to
reach $1B of revenue. Company achieved goal of $1B a year early.
Created “Gross Margin Mix Analysis” tool and trained field analysts throughout the US.
Established an inter-company transfer price between the manufacturing and sales channels.
James W. Pellikan Page 3
Manufacturing Management 1980 - 1985
Avery Dennison – Mfg. Labels – $1.5 Billion in revenue- New Brunswick, NJ
Production Manager – Managed Mixing, Coating, Slitting, Maintenance departments – 4
supervisors- 120 people
Bright Star Industries – Mfg. Flashlights - $200 million in revenue - Clifton, NJ- union shop
Division Superintendent – Managed Injection Molding, Press Room, Metalizing, Sub Assembly,
Final Assembly, Shipping and Receiving departments – 6 supervisors & 150 people
EDUCATION
Master of Business Administration (MBA)
Baldwin Wallace College, Berea, OH
Bachelor of Science (BS) in Finance & General Management
Cum Laude
Bloomfield College, Bloomfield, NJ
PROFESSIONAL DEVELOPMENT
Annual Leadership Excellence Training, 2002 - 2012
Diebold, Canton, Ohio
CERTIFICATIONS
Certified Project Management Professional (PMP)
Certificate in Accounting
COMMUNITY INVOLVEMENT
President
Lions Club
Canal Fulton, OH
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