Management Sales

Robert Culverhouse

***** ******** **, ******** ** 74033

Home: 918-***-**** - C ell: 918-***-**** - ******.*.***********@*****.***

Executive Summary

Innovative leader with 12 years of progressive leadership in corporate communications,business development, operations

management, sales & marketing, media relations, and project management experience with a reputation for overcoming

the most challenging goals and objectives.

Core Qualifications

Over 12 years of leadership with progressively Product line management

increasing responsibilities Strategic marketing for new market segments

Lean Six Sigma Green Belt Certification Value based product marketing

Experienced change leader Statistical and qualitative analysis

Operations management Business development

Tender creation Product management

10 + years management experience Product life-cycle management initiatives

Public relations Product commercialization for a $2B product line

Strategic communications Cross-functional team management

Media relations Executive messaging

Public speaking Team leadership

Team leadership Media strategies

Demand forecasting Crisis communications

Professional Experience

Strategic Marketing Manager

April 2013 to March 2015

Baker Hughes Claremore, OK

Developed product launch strategies and go-to-market plans for a $2 billion dollar artificial lift product line

Directed the company's overall strategic marketing communications programs by formulating innovative, creative,

and consistent marketing strategies and subsequent execution of comprehensive programs that supported brand

awareness, launched new products, and positioned the company's services and technologies that reinforced value

and differentiation

Created, recommended, and implemented inventive communications strategies to improve customer and internal

awareness of the Baker Hughes brand

Planned and administered the marketing communications budget to maximize the return on investment

Analyzed customer market surveys for strengths and weaknesses of campaigns and made comparisons to

historical trends and recommended necessary changes to brand and product positioning

Motivated and influenced divisional marketing communications managers to ensure the entire team effectively

communicated consistent and clear value propositions when developing and implementing sales materials for

product launch, advertising, printed and digital media, trade shows, direct mail, websites, and promotional items

Oversee planning operations for new product developments

Effectively launched 12 new products through accurately scheduling every process step in an engineering and

manufacturing environment

Developed and maintained constructive working relationships with functional groups and translate detailed,

technical information into clear, compelling work instructions

Responsible for all internal communications for the artificial lift product line designed to educate, inform, align

and motivate employees to support company goals

Developed key messages for new technology and coordinate development of support materials

Developed and implement campaigns supporting the Artificial Lift product lines and out market the competition

Delivered on new product revenue targets for new products and services

Identified target markets and barriers to entrance with strategies to overcome barriers

Oversaw the ongoing development, refinement and launching of products across all GME markets

Identified technology trends and reviews customer and market research, user feedback, and competitive analysis

to identify new product opportunities and enhancements

Led cross-functional teams to ensure that products move through the stage-gate process

Performed related financial & situational analysis, along with forecasting to help aid management in planning and

execution of strategic initiatives

Established annual goals for each product and quantitatively tracks progress against benchmarks

Developed business plans, product positioning, and value propositions

Worked with third-party vendors to assess and develop partnerships opportunities and audit their work flow

processes

Responsible for developing and cultivating strategic relationships with key stakeholders (Engineering, Sales &

Marketing and Commodity Management) at OEMs, acting as the primary contact

Provide customer inputs regarding market conditions, competitor strategies and industry trends that drive

real-time feedback and contributes to the product development process by articulating the Voice of Customer and

User

Actively work to collect and validate forecast information from the OEM's to support the S&OP process

Responsible for coordinating with S&OP to validate forecasted demand, product mix, and delivery requirements

are communicated and support continuous information flow

Monitor and review monthly performance of “Key” OEMs against budgets/forecasts and lead in-depth monthly and

quarterly reviews to explore variances and advise the executive team on significant changes, developments and

actions

Value Stream Manager (LEAN MFG)

March 2011 to April 2013

Continental Industries Tulsa, OK

Oversee Steel and Plastics operations, manufacturing process to ensure customer, quality and profitability and employee

commitments are consistently met.

Planed the material and production resources for operations

Managed 6 direct reports, indirect reports in excess of 45 employees, including planning personnel, CNC

operators, Welders, Warehouse and line personnel

Responsible for evaluating SAP planning weaknesses and creating improved tools allowing for better tracking of

material, labor and capacity planning

Controlled and coordinated the receipt, movement, storage and shipment of product throughout the entire value

stream utilizing Lean, Six Sigma and DMIAC principles

Responsible for evaluating each process and reducing non value added process steps from the value stream, this

includes root cause analysis, PFMEA and implementing corrective actions

Conducted Kaizen events to improve process flow, reduce non value added steps, reduce lead time, part travel,

labor and increase efficiency

Communicated with other functional/departmental managers to understand all necessary aspects and needs of

operational development and to ensure they are fully informed of operational objectives, purposes, and

achievements

Maximized efficiency through the design and implementation of improved strategies

Drove product cost reduction efforts to improve gross margin and increase sales volume for cost effectiveness

Developed modules to track productivity, set up time, daily delivery from each production cell

Oversaw the planning and scheduling of production components at both facilities to ensure customer fill rates and

inventory levels remain at acceptable levels

Ensured parts availability through supply chain which entails reducing Kanban levels, increasing inventory

through a 90 day value stream with outsourced vendors

Supervised and develop direct supporting staff

Responsible for assisting in continuous improvement in product line (safety, quality, on-time delivery, productivity

and training)

Maintained project schedule for each project as it moves through the value stream in order to meet key project

deadlines

Conducted weekly allocation meetings and work with applicable Operations Management to resolve issues

Implemented continuous process improvement, and ensure performance metrics are developed and tracked to

achieve superior supplier performance, quality and innovation

Embraced and implement LEAN thinking and processes to focus efforts on value-enhancing initiatives for the

organization

Designed, aligned, and implement a supply chain organization that could grow with the business through delivery

of critical process improvements, strong service support, and aggressive cost savings

Led Supply Chain strategy development, relationship management and target setting with all stakeholders.

Oversee end-to-end Supply Chain Planning and Analytics to ensure that quality and efficiency standards are

developed, measured and reviewed on an ongoing basis

Established KPIs for the SCM function and report the added value to the Executive team on an ongoing basis

Summarize value of strategic sourcing to stakeholders, including but not limited to supply, schedule, and cost

benefits

Built strong internal networks and relationships amongst stakeholders

Developed and Provided Market intelligence analysis, with full understanding of market sector conditions and

contractor/supplier landscape

Structured RFP and tender documents to attract vendor interest and inspire subsequent negotiations

Led the “end to end” strategic sourcing process; market analysis, demand management, supplier qualification,

procurement strategy development, RFx, negotiation, and Supplier Performance management for key global

efforts

Identified key contract and contractor risks and the associated mitigation strategies

Provided leadership in support of Environmental, Health, Safety and Social Responsibility initiatives

Facilitated the Business/Functions to source goods and services in line with defined category plans

Product Line Manager

November 2006 to March 2011

GE Oil & Gas artificial lift / Wood Group ESP Oklahoma City, OK

Develop, direct, and implement a cohesive digital communications strategy that supports the Wood Group

communications, marketing, and sales goals to launch new products, attract new customers, enhance

relationships with existing customers, entice new talent, and present the company as the thought leader in the oil

and gas industry

Research, prioritize, plan, and manage the implementation of emerging technologies to enhance marketing and

communications efforts to deliver optimal user experiences

Liaise between staff, senior executives and other key stakeholders to gather business requirements and tactically

implement programs to support the strategic direction of the company

Engage with sales and marketing team to recommend methods to strategically use the Internet, social media, and

other interactive digital mediums to attract new customers, investors, and perspective employees

Advise various departments and teams across the organization on best practices involving the intranet, email, and

social media campaigns to improve internal communications

Work with staff and external vendors to prioritize projects and meet critical deadlines

Led the initial global tender support for WGESP

Created tenders for Artificial Lift services for international and domestic oil field services. These tenders were in

the following regions; Alaska, Iraq, Kuwait, Algeria, Indonesia, Romania, U.S., China and the North Sea area

Responsible for creating a product management scheduling tool

Engineered processes to develop new products through increased market identification and analysis. This

included a more robust initial marketing evaluation, engineering and manufacturing phases, and

commercialization phase

Create go to market process for new product developments this included a robust business case with an

opportunity and sensitivity analysis

I collected and reviewed statistical information to identify trends, patterns, profiles, estimates, and business case

studies.

Facilitated new product development for Artificial Lift product lines

Created a method to analyze lost business by categories, such as: lack of technology, product ability, or lack of

sales person training. Result: company gains insight into why we did not win the tender and we can improve to win

future bids

Created and led a team consisting of engineering, manufacturing, manufacturing engineering, customer service,

accounting, and a regional representative. Managed numerous projects through; budgeting, market

identification, and time management

Track and review projects adherence to the proposed budgets

Facilitating regular safety meetings and assuring the maintenance of a safe work environment

Infantry TOW missile man

February 2001 to February 2007

United States Marine Corps Oklahoma City, OK

Responsible for the ensuring the successful outcome of assigned operations in combat zone's

Participated in an international training mission to educate foreign military officers on the use of the TOW weapon

system

Provided humanitarian relief efforts in Iraq

Served as the SME (Subject Matter Expert) for troubleshooting the TOW weapon system

Successfully completed advanced leadership training

Participated in Operation Iraqi Freedom and received the following awards: Combat Action Ribbon, Presidential

Unit Citation, Certificate of Commendation for actions in a combat zone, as well as many other awards.

Responsible for leading a team of 4-6 Marines

Education

MBA : Business Administration, 2008

Mid American Christian University Oklahoma City, OK, USA

Bachelor of Arts : Russian Language and Literature, 2004

University of Oklahoma Norman, OK, USA

Publications and Certificatios

Culverhouse, Robert A. "ESP Systems Help Unconventional Wells Maximize Economics." ESP Systems Help

Unconventional Wells Maximize Economics. Upstream Pumping, 3 Dec. 2013. Web. 09 Apr. 2015.

Culverhouse, Robert A. "MaxRate Software Improves Gas-Handling Capabilities." What's New in Artificial Lift?

(2014): n. pag. What's New in Artificial Lift? World Oil. Web. 09 Apr. 2015.

Internal newsletter for Q1, Q2, Q3,and Q4 of 2013 and 2014

Lean Six Sigma Green Belt Certification

Contact this candidate