Sales & Marketing VP

JOHN R. BROWER

**** ******** ***** ** #**** Fort Worth, Texas 76109 Cell: 540-***-**** ****.*.******@*****.***

Professional Profile

VP, Sales & Marketing President & CEO General Manager

Accomplished executive leader with over 20 years of progressive experience across both sales and manufacturing with

established organizations as well as start-up entities. Proven ability to drive revenue and market share growth, build

cross-functional teams to plan and execute corporate strategies, and create new visions and value propositions for

companies. General Manager who has consistently improved customer satisfaction and profitability levels while

fostering overall company growth. Demonstrated capability to expand geographic footprint and distribution capabilities

to turn around operations.

Career Highlights

• Implemented a 2 year sales strategy that resulted in back to back years of 20%+ volume growth. (Kessler Sales)

• Grew revenues by over 70% (from $137M to $237M) and market share by over 60% (from 8.1% to 13.5%) over three

years by expanding company’s geographic footprint and strategically entering new buying cooperatives. (CMC

Howell)

• Added 1,000+ new potential customers and expanded the company’s real customer base by over 60% through the

creation of new value propositions. (CMC Howell)

• Grew a family-owned start-up firm from $0 to $18M over a nine-year period with limited resources, successfully

resolving $3M of debt and introducing three new product lines in the process. (Spartan Copper / Magnum SCI)

Core Competencies

Full P&L Responsibility Sales & Marketing Management Business Development

Strategic Planning Teambuilding & Leadership Customer Relations

Operations Management Staff Development & Mentoring Negotiations

Professional Experience

Kessler Sales & Distribution 2011 to 2014

$200M distributor of piping and plumbing products

VP, Sales (2011 to 2014)

Directed the sales team through regional managers to achieve growth and build long-term relationships in the markets

they served. Worked with Operations to develop improved processes for delivering higher than expected customer

satisfaction. Represented Kessler Sales & Distribution to various industry gatherings and buying groups. Was a key

participant of the executive management team.

• Designed, developed, and directed the successful implementation of a new sales strategy that changed the

culture of the sales team, built a more cohesive bond between sales and operations at the distribution center

level, and improved the customer’s overall experience.

• Grew revenue and sales volume each year over multiple product lines (20% in 2012 and 24% in 2013).

• Added 4 new distribution centers including a company first venture into Puerto Rico.

• Implemented a strategy to point the customer acquisition target to the PVF sector of the wholesale channel

which played to the strengths of our most important vendor partner and developed relationships in a more

stable sector.

• Developed reports to help the sales management team insure performance and focus efforts on critital need

areas including a weekly account manager report card for measuring success against budget that was used to

provide feedback and direct the activities of the account managers across all product lines.

John R. Brower Page 2

CMC Howell Metal Company 2005 to 2010

$250M manufacturer and distributor of copper tubing.

VP, Sales & Marketing (2007 to 2010)

Led all sales initiatives across the organization with P&L responsibility for $250M. Accountable for all strategic

planning, sales team development to address market demands, and the oversight of distribution activities in four remote

warehouses. Prepared and gave presentations to corporate management with a focus on strategic plans, sales and

marketing plans, and key account management. Actively participated as a member of the executive team.

• Grew revenues by over 70% (from $137M to $237M) and market share by over 60% (from 8.1% to 13.5%)

over three years by expanding company’s geographic footprint and strategically entering new buying groups.

• Added 1,000+ new potential customers and expanded the company’s real customer base by over 60%

through the creation of new value propositions.

• Opened two additional distribution centers to improve presence in the western U.S. market and increased

monthly sales at one distribution center by nearly $3M (from $250K).

• Diversified customer base from two accounts being responsible for 75% of total sales to over 15 accounts,

diversifying the revenue stream while maintaining high volume with the two original accounts.

• Increased presence in the retail space by growing revenues at a major big box retail customer (Lowe’s) and

improving sales volume to $31M (13% of total revenue).

• Developed a sales and pricing/cost model that helped plan monthly sales, improved profitability and

provided management with a more accurate cash flow outlook.

• Created and directed the strategy for a new Oxy/Med tubing product with shipments projected to double

category sales volume, advancing company towards a position as market leader.

• Built a sales team of managers, sales reps and independent agents to improve overall customer satisfaction.

Regional Sales Manager (2005 to 2007)

Led all sales initiatives across the southern U.S. region. Developed strong relationships with customers and agents in the

territory to promote company’s products. Managed independent sales agents and warehouses and contributed to the

annual sales planning initiative.

• Improved territory sales by 50% over two years from $60M to $90M.

• Conducted performance reviews for all 17 independent sales agents and replaced five individuals.

United Methodist Renewal Services Fellowship, Inc. 2003 to 2005

$3M non-profit affiliate of the United Methodist Church.

Director, Development

Held responsibility for all revenue streams including donations, bookstore sales, registration fees and event fees. Built

relationships to effectively grow the constituency and related income. Cultivated relationships with major donors and

participated as a member of the executive staff. Worked with Executive Director and Board to develop a strategic plan

for the organization.

• Raised an additional $1.5M (in addition to annual budget of $1.2M) to resolve all long-term debt ($1.5M)

within eight months.

• Designed, implemented, and managed a new “Partner Program” that increased regular, monthly donations

and reduced cyclical donation patterns.

• Increased “hard goods” revenues to $15K+ (more than a 400% increase) through expansion of marketing

collateral and product availability.

• Negotiated special consignment agreements with publishers to stock event bookstores, reducing inventory

costs and increasing cash flow and profits on sales.

Precision Tube Company 2001 to 2003

$70M manufacturer of non-ferrous alloy tubing and parts for a variety of markets.

General Manager

Held full P&L responsibility (70M) of all sales and operations for a two-plant division of Mueller Industries. Served as a

change agent to improve the culture of the business. Built a new management team to ensure the company’s future

success. Negotiated and built/repaired relationships with the steelworkers union, successfully negotiating a long-term

agreement. \ Increased sales and diversified the customer base and product lines.

• Re-organized the business and managed a significant culture shift in a post-9/11 climate with customers

across the aerospace, defense and construction markets. Further implemented an ERP conversion within

four months in order to expand service capacity to new industries.

John R. Brower Page 3

Increased inventory turns and eliminated more than 20 unprofitable product lines.

•

Assumed a new fitting production line that allowed the company to sell products into new markets and

•

consumed more tubing output.

Spartan Copper, Inc. / Magnum SCI 1992 to 2001

$18M start-up manufacturer of copper and copper alloy tubing.

President (1998 to 2001)

Held full P&L responsibility for the start-up entity. Built and maintained employee, customer, vendor and financial

relationships. Formulated, implemented and executed strategic plans.

• Grew the family-owned business from $0 to $18M over a nine-year period with limited resources,

successfully resolving $3M of debt and introducing three new product lines in the process.

Prior to 1998

VP, Sales – Spartan Copper, Inc. / Magnum SCI (1992 to 1998) Plant Manager (1990 to 1992), Quality

Control Manager (1987 to 1990), Purchasing Agent (1984 to 1987) – Spartan Copper Products, Inc.

Education

Master of Business Administration, Auburn University, 2008 Auburn, Alabama

Bachelor of Science, Management, Auburn University, 1982 Auburn, Alabama

Contact this candidate