DANIEL P. GILLIG

Mobile: 314-***-**** E-mail: acvyjc@r.postjobfree.com

EXECUTIVE SUMMARY

International Business Development/Product Manager/Marketing-Sales Manager with experience in direct sales to original equipment manufacturers (OEMs). Highly skilled in identifying new opportunities and developing profitable businesses by leveraging partnerships, patents, new technology, manufacturing, field installations, Lean Six Sigma Black Belt and cultural diversity. Strengths include strategic planning, analysis, innovation, product life cycle management, new product development (via stage gate), pricing, market research, technology/market foresight combined with the ability to develop comprehensive marketing plans with competitor profiles and market segment analysis. PROFESSIONAL EXPERIENCE

Kennametal

Global Manager, ToolBOSS Vending Solutions 2014 - Present Lead $150M vending services business for $2Bn metal cutting tooling manufacturer. Secure new tooling sales by leveraging Kennametal’s vending products and services. Directed both strategic and operational initiatives, including strategic planning, product development, and business development.

• Increased sales 13% (FY15 vs FY14). Exceeded plan by 20% FY16 (ending June 30).

• Increased deployment of ToolBOSS machines by 90% (NAFTA – FY16 vs FY15)

• Streamlined / simplified contracts with 80% reduction in contract language / requirements.

• Tripled understaffed AM team with minimized impact to total overhead costs.

• Positioned business for sustainable growth with innovative digital service capabilities and IoT.

• Overhauled distributor channel program increasing growth, while improving service.

• Drove development of customer video testimonials.

• Improved services levels with machine vendor in EMEA and AP.

• Conducted first ever NPS survey to baseline brand equity / ID product-service gaps.

• Established dashboard to monitor customer performance, enabling new ways to offer vending.

• Implemented new business metrics to easily monitor business development activities and trends. Elkhart Brass 2013 – 2014

OEM Segment Manager

Led marketing and sales efforts for $25MM OEM segment for aluminum – brass casting and finished product manufacturer. Responsible for driving continued growth and profitability. Develop strategic plans, product-market roadmap for the OEM market. Execute OEM strategy for vertical penetration into target accounts as well as horizontal expansion into untapped markets. Managed product portfolio, pricing strategy, directed sales, and programs to fill identified gaps.

• Product strategy focused on rationalization and margin improvement with optimized pricing. Driving towards minimum $2MM in margin improvement over two years.

• Led NPD efforts for five new products with potential to increase company sales by +20%.

• Conducted VOC activity in mining industry – confirmed market opportunity >$5MM. Developed

/ Market Go-To strategy with new targeted product portfolio

• Supporting renewed quality focus with disciplined lean manufacturing principles.

• Collaborating with Channel Segment Manager to develop new brand positioning and distribution. DANIEL P. GILLIG

The RECON Group (Division of Livingston & Haven) 2011 – 2012(December) Director, New Business Development

Directed marketing and sales efforts for unique new venture energy efficiency business focused on optimizing electro-mechanical, hydraulic, and pneumatic automation.

• Led effort to generate C-level interest at targeted companies.

• Developed a comprehensive marketing plan to grow sales from $1MM to $18MM in 5years.

• Enhanced the overall business value proposition with more clarity and focus.

• Directed the overhaul of the business website and marketing collateral.

• Conceived / launched a novel integrated solution for dramatically improving efficiency of pneumatic automation.

• Secured initial stage interest at several Fortune 500 companies. GREAT LAKES DIE CAST CORPORATION, Muskegon, Michigan 2009 – 2011 Director, Marketing and Business Development

Led effort to reposition and diversify sales stream for aluminum die cast business / plastic injection molder. Developed growth strategy to double sales, and improve margins by 20% in two years. Invigorated value proposition that more fully leveraged hidden assets driving new customers in new market segments. Formed strategic partnership and secured 10 yr exclusive access to novel bio-based plastic resin. Led effort to identify potential new clients and initiate quote process for targeted business. FLOWSERVE, FLOW SOLUTIONS DIVISION- SEAL GROUP, Dallas, Texas 2008 – 2009 Sr. Global Product Manager - Auxiliary Products Business Drove effort to reposition highly complex product line from newly acquired company. Business strategy focused on updating cost and pricing for all products, rationalizing standard and specialty products, increasing throughput, and reducing inventory. Updated training and marketing collateral. Major achievements included increasing gross margins by 40% and sales by over 100%.

• Led overhaul of 16,000 p/ns for pricing items within 2 databases and corrected software issues between these databases. Updates resulted in 250% increase in pricing accuracy.

• Developed and implemented plan identifying critical elements of revised product offering for major Oracle configuration initiative. Customer accommodation rate increased from 5% to >70%.

• Developed Quick Ship program for standard product line, which reduced lead-times from 8 weeks to less than 4 weeks and increased OTP from 70% to 95%.

• Led win/loss analysis refining pricing and identifying root cause for lost business.

• Launched 2 new products.

SOLUTIA, PERFORMANCE PRODUCTS DIVISION - Saflex, St. Louis, Missouri 2005 – 2008 World-Wide Product Manager

Led marketing and product management of automotive and specialty products portfolio driving new product commercialization and new strategies for existing products. Worked intimately with marketing, sales, market development and operations to achieve business metrics. Efforts resulted in 12% increase in gross profit and 16% increasing in EBIT.

• Led global cross-functional team, which identified and implemented complexity reduction projects reducing total number of SKUs by 20%.

• Generated detailed process for managing new customer requests resulting in 90% increase in accuracy in delivery of new product variations and 20% reduction in processing time.

• Successfully managed new unique Acoustic HUD interlayer through stage-gated process to launch with projected sales of $15M to $20M.

• Drove conversion of new 2nd Generation premium priced acoustic product 1-2 years ahead of scheduled vehicle program changes resulting in $1M+ net savings.

• Through leadership role on LGI Innovation Council: o Led new process development for idea generation, assessment, business building. o Created recognition program for innovation and new ideas. DANIEL P. GILLIG

o Developed comprehensive and structured voice of customer process. MILLIKEN & COMPANY, Spartanburg, South Carolina 1994 – 2005 Business Development Leader – Automotive Fabrics Division 2002 – 2005 Identified significant new business opportunities including 20% net new billings with diversified revenue stream. Targeted opportunities in OEM/aftermarket automotive interiors market for upholstery, floor carpet/mats, trunk liners, and headliner products.

• Developed processes related to idea generation, assessment, business building which resulted in: o 1000+ new market insights and 100 potential business concepts o 25 assessed projects and 5 selected for business building o 2 projects( $45MM revenue potential) advanced to launch phase via stage gate process o Project lead on $15MM new growth business.

• Built rigorous financial and qualitative models assessing potential business concepts, including market size, trends, supply chain landscape, risk/company fit and pro forma cash flow analysis.

• Coordinated activities generating potential business ideas based on future market needs: o Led effort with R&D associates (3M model) through rigorous technology foresight activity, which identified 11 new potential R&D platforms. Five approved for staffing/resourcing.

• Led development of Information System/Work Flow tool managing and prioritizing insight collection from diverse groups. New system resulted in accelerated sharing of market information to diverse group, significant time-savings in monitoring diverse projects, and project data retrieval.

• Led market exploration understanding mass customization/personalization and its potential application for easy-to-capture new business opportunities related to automotive interiors. Identified 7 actionable business concepts through coordination of following activities: o Analyzed cultural and consumer trends driving new business models and trends related to build-to-order (BTO) initiatives to better understand underlying market drivers o Interviewed lead users in trend setting markets to enhance market foresight o Conducted in-depth segment and supply chain studies to identify potential needs and obstacles facing market segment specialization for target markets. o Conducted extensive consumer market research that validated value proposition, demand, and pricing strategies for targeted projects.

Division Market Manager for Elastomerics 1998 – 2002 Spearheaded global marketing and product development for specialized automotive product line, managing 12-member team including 9 sales associates (North America & Europe).

• Identified business opportunities exceeding $20M annual sales by using cost and benefit analysis creating more compelling value proposition for engaging key customers and other industry leaders.

• Established strategic partnerships with suppliers, customers, and engineering companies to facilitate developing prototypes and improve value proposition communications through supply chain and accelerate commercialization time-line.

• Developed dramatically different products, which involved leading cross cultural European and North American design, engineering and manufacturing teams creating new product collection, repositioning company products to address functional and visual appeal needs.

• Reduced manufacturing complexity, which reduced product costs by 20%, improved product aesthetics, and exceeded customer expectations.

• Repositioned higher-margin product, which entailed working with intellectual property team, filing 8 patents, determining patent landscape and strategically establishing patent 'minefield'. DANIEL P. GILLIG

Market Analyst and Planner, Chrysler Account 1995 – 1998 Formulated business strategies using market/financial analysis including maintaining comprehensive database for key markets/products, forecasting future placements/volumes and analyzing data to provide thorough market understanding for 6 different product parameters.

• Produced 26% growth in billings, 2% increase in market share, increased net margins for SBU by 10% points.

• Initiated new product development process, integrating market segmentation data, OEM positioning, competitive product offerings, consumer trends, and internal cost information supporting company develop targeted products at target cost.

• Improved production/sales forecasting by 90%, by working closely with Chrysler Product Planning to identify and eliminate discrepancies between forecasts and actual releases resulting in 20% increase in inventory turns.

• Managed over $4M in inventory, including managing product pricing, short and long term product planning, product development and competitive analysis. Production Supervisor, Gayley Plant - Marietta, South Carolina 1994 – 1995 Managed special assignment at finishing plant for 6 months and dye plant for 6 months leading production teams of 6-8 personnel.

EDUCATION

MBA, Magna Cum Laude

University of Notre Dame Graduate School of Business, Notre Dame, Indiana BS, Mechanical Engineering, Cum Laude, University of Toledo, Toledo, Ohio

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