Sales Manager

J OHN J. STEVENSON

*** ******** **** ~ Aurora, Ohio 44202

Home: 330-***-**** Email: ***************@***.*** Mobile: 330-***-****

S E NI O R E XE CU T I VE

Operations Management ~ Strategic Business Planning

Lean Manufacturing ~ Sales and Marketing

High-powered, accomplished executive with results-charged career in profitable leadership of custom and

commercial manufacturing enterprises. Expertise in driving competitive position and value in turnaround

situations. Track record of revitalizing organizational infrastructure, processes, and strategies to optimize results.

CORE COMPETENCIES

Strategic Planning & Execution P&L responsibility

Manufacturing Productivity & Performance Improvement Multi-facility responsibility

PE experience Supply Chain Leadership

Quality Control & Assurance Leadership Cost Reductions & Profit Growth

Staff Recruiting, Supervision, & Development Employee Performance Management

Consolidation & Integration Community & Public Relations

M&A participation Sales & Marketing Leadership

PROFESSIONAL EXPERIENCE & KEY ACCOMPLISHMENTS

PRIVATE CONSULTING November 2014 – Current

• Consulting for various financial groups

MANITOWOC, Cleveland, OH 2012 - August 2014

Vice President / General Manager, Manitowoc Ovens and Advanced Cooking

• P&L of $225m

• Consolidation from 4 manufacturing plants to 3 (closure/consolidation of Ft Wayne facility)

• Restructuring of Supply Chain and Installation of QAD ERP / MRP system

• Margins increased by 6 points / Return on Sales increased by 15%

• Fixed Overhead rates decreased by 37.5% (reduction of 1 facility and 20 salary personnel)

• Labor Rates decreased by 13% ($15.70/hr reduced to $13.70/hr), UAW negotiations

• Cleveland Plant converted to modular build / Pull System using Toyota Production System

• Negotiated Incentives with the City, County and State totaling $3.2m

• Managed 6 facilities (4 Mfg, 1 Dist., 1 Satellite), 1 GM, 1 Dir. of Ops, 1 Plt Mgr, 7 Dirs

• Restructured Marketing using Segment, Brand, and Customer Satisfaction parameters

PRIVATE CONSULTING 2011 - 2012

• Consulted for various companies ranging from trailer manufacturers to executive recruiters

NEW HOLLAND AGRICULTURE, A CNH COMPANY, New Holland, PA 2008 - 2010

Vice President Sales and Marketing North America

• P&L OF $1.2b

• Market Share increased by 0.8pts (Market -25+%) for Tractors, increased by 0.9pts (Market -25+%) for Major Hay

Tools and held even (Market -7+%) for Combines

• Margins increased by 4.7% for Tractors, by 1.2% for Major Hay Tools, and by 14.0% for Combines

• SG&A reduced by $2m

• Inventories reduced $116mm for Tractors, $31mm for Major Hay Tools, and $12m for Combines

• Cash Flow increased by $302m

• New Hay and Forage Strategy successfully launched; Re-established trust and confidence with the dealer body

John J. Stevenson, continued

• Restructured the Sales and Marketing Departments to establish ownership/establish formal goals

• Restructured the Regional Field Sales Organization to provide a higher level of customer interaction

• Managed 13 Directors, 843 Dealer Principles with 1,074 outlets

AMERICAN LAFRANCE, A PATRIARCH PARTNERS LLC, Summerville, SC 2005 - 2007

President & CEO

• P&L of $300m

• Fire/EMS Sales increased by 12.5% and Commercial Truck Sales increased by 80%, to a total of $275 million

(2005-2007)

• Transitioned the company from operating arm of a major corporation to stand-alone entity of a private equity company

• Developed corporate departments previously administered by DaimlerChrysler, such as Supply Chain, Engineering,

Finance, Legal, Quality/Warranty, Sales/Marketing, and Aftermarket Parts, and recruited all departmental senior

executives

• Created a dealer distribution system; set up 143 distribution dealers and 41 dealers

• Built a 60,000sqft headquarters and 460,000sqft manufacturing plant; closed facility in Casper, Wyoming, to consolidate

operations

• Redesigned Fire/EMS and Commercial vehicles to comply with 2007 federal emissions guidelines while launching three

new vehicles

• Managed a CFO, 7 Vice Presidents, 2 factory-owned dealerships, 2 factory refurbishment centers, 5 manufacturing

plants, and 184 franchised dealers

• Integrated logistics center, parts distribution center, engineering test center, and chassis production facility

• Implemented Oracle Business Systems

AMERICAN LAFRANCE, A DAIMLER BENZ COMPANY, Ladson, SC 2004 - 2005

President

• Personally selected by CEO of Daimler Commercial Vehicles North America to improve corporation’s image and

performance to prepare for sale

• Financial Performance improved by 51%

• Productivity increased by 41% while Quality Defects decreased by 50%

• Developed and executed, within 1 year, the strategic turnaround plan for 7 manufacturing facilities and 38 dealers

located throughout the U.S. and Canada

• Increased revenue by $4 million per month

• Decreased delivery time by 21 months

• Built cross-functional business teams and collaborated with brokers to market company

• Assisted with divesture management presentations, and created a formal transition agreement and process, post sale

• Partnered with the City of North Charleston, SC to create the North Charleston American LaFrance Fire Museum

and Educational Center

FREIGHTLINER, LLC, A DAIMLER BENZ COMPANY, Cleveland, NC 1999 - 2004

General Manager

• Managed 2 facilities

• Warranty Claims for Century platform trucks decreased by 78% and Warranty Costs decreased by 72%

• Direct Labor Hours per truck decreased by 21% and Indirect Labor Hours per truck decreased by 26%

• Production Capability increased by 28% to 220 trucks per day

• Directed Operations of largest heavy truck assembly plant in North America at 1.1 million sq. ft., as well as satellite

axle assembly plant of 125,000 sq. ft.

• Managed a $200m annual operating budget and 3,000 exempt and non-exempt employees

• Elevated the plant’s status to the company’s most efficient plant with highest quality results

• Implemented business unit structure, which created immediate accountability for costs and quality Successfully

implemented Toyota Production System (TPS) methodologies

• Served as a member of DaimlerChrysler Worldwide Commercial Vehicle Best Practice Review Team, Steering

Committee Member and Best Practice Team Leader for creation of Freightliner Production System, and Team Leader

for Manufacturing portion of Discovery & Flight Turnaround Programs

• Negotiated 3 year contract with United Auto Workers (UAW)

John J. Stevenson, continued

• Fixed Overhead decreased by 11%, Material Inventory Costs decreased by 31%, and Variable Expenses per truck

decreased by 20%

• Safety Incident Rate decreased by 32%

VOLVO TRUCKS NORTH AMERICA, New River, VA 1998-1999

Plant Manager

• Managed day-to-day operations of 600-employee plant, including Body-in-White, Paint, Initial

Groom, Chassis Paint, and Final Repair/Ship

• Directed business unit design, manufacturing engineering, industrial engineering, process engineering maintenance,

quality control, and compliance efforts

• Developed and administered operating budget, and supervised seven direct reports

• Established plant policies and procedures and managed production goals

• Traveled to facilities in Sweden to perform benchmark analysis

PREVIOUS EXPERIENCE

MACK TRUCKS 1995-1998; 1986-1993

Senior Manager of Manufacturing Engineering

AMPCO MANUFACTURERS, INC. 1993-1995

Partner / Director of U.S. Operations

EDUCATION

MUHLENBERG COLLEGE, Allentown, Pa

Bachelor of Business Administration

EARLHAM COLLEGE, Richmond, In

Executive Growth Program

UNIVERSITY OF PITTSBURGH, Pittsburgh, Pa

Completed three years of undergraduate coursework in Civil Engineering

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