Marlea A. Handler

724-***-****, acyjpx@r.postjobfree.com, www.linkedin.com/in/majhandler/

Sales Leader & Engineer Building on Track Record and MBA to Pursue Leadership Opportunities

SUMMARY

I have a proven track record of success in both direct and indirect leadership roles due to my strategic agility, intellectual creativity, work ethic, and ability to build strong relationships. Through my professional and educational experiences I have supported and led projects in a wide variety of functional areas including sales, operations, product management, marketing, and continuous improvement/operational excellence. As sales team leader for the Xomox brands, which includes 6 product lines and represents over $60 million of revenue, I work with business line managers to perform market analysis and determine pricing strategies for industrial valves and aftermarket support services. I am leading several continuous improvement initiatives to increase customer satisfaction, catalyze margin growth, and increase productivity; examples include implementation of a standard price list for add-on accessories, renegotiation of our large dollar value contracts to align with our new terms and conditions, and a relaunch of our customer portal to provide customers better access to information about their orders.

EDUCATION

University of Pittsburgh, Joseph M. Katz Graduate School of Business, Pittsburgh, PA

Master of Business Administration, Marketing, Human Resources April 2013

Master of International Business, Asia, BRIC Nations

GPA: 3.837, Dean’s List

University of Pittsburgh, Swanson School of Engineering, Pittsburgh, PA

Bachelor of Science in Industrial Engineering December 2006

Certificates, International Engineering, Global Studies

University of Kentucky, True Lean Certification (based on Toyota Production Systems) June 2015

PROFESSIONAL EXPERIENCE

Crane Co., Cincinnati OH

Team Leader, Inside Sales Team March 2016-present

Leading and mentoring 11 cross functional team members (including domestic and international associates)

Owner of team’s operating and continuous improvement metrics

Leader of process improvement initiatives across all aspects of customer and order management; reduced quote lead time from an average of 3 days to an average of 1 day by enhancing the tools available to sales representatives during the quoting process

Teaming with key account management to increase revenue by a target of 20% with select key customers by employing a team based strategic quoting strategy

Leading promotional programs to sell excess inventory to new and existing customers

Managing company’s 1-800 customer service help line which includes fielding cold calls

Teaming with overseas business partners to setup a distribution network in underdeveloped markets thereby reducing order processing waste in our internal system

Working leader; project management responsibility for key customers (see below)

Project Manager, Inside Sales Team July 2015-present

Managing the full life cycle of customer project orders (quote to cash) including all commercial and technical requirements (represents approximately $1 Million in revenue for the site each quarter)

Liaison to 20 customers; responsible for working with cross functional teams to provide a quality product in an efficient manner and create a high quality customer experience

Leader of inside sales process improvement initiative; applying lean techniques to commercial business processes to reduce lead times and increase on time delivery; implementation of 5S in the office setting

Business Systems (Operational Excellence) Manager May 2014- June 2015

Led process improvement initiatives for all business disciplines at the Cincinnati Site (annual revenue of $60 million); increased on time delivery by 35% and productivity by 50% for selected manufacturing cell

Responsible for design and implementation of 5 year strategic future factory vision focused on creating manufacturing cells capable of machining, assembly, testing, and painting in a single piece flow method

Trained all managers and associates on lean implementation; implemented continuous improvement program to engage production associates in the kaizen process

Philips Healthcare, Pittsburgh PA

Senior Manufacturing Engineer & Operations Leader July 2013-May 2014

Led team of 9 direct reports in providing technical support to 5 business segments

Developed plant-wide lean integration program that has saved over $250,000 annually

Provided manufacturing engineering support to 3 business segments representing $50M in revenue annually

Manufacturing Supervisor February 2013-June 2013

Appointed to temporary leadership role, managed 60 production associates and 5 specialists, including all aspects of production for over 1,000 SKUs representing over $400M in revenue

Led 5 initiatives to solve over 300 employee complaints, resulting in an increase in employee productivity and morale as reflected in employee engagement survey scores

Manufacturing Engineer 2006-2013

Managed 8 new product development projects for operations team, each resulted in successful product launches on time and on budget resulting in over $25M in revenue annually

Led production development and launch for 25 products that were acquired to expand and develop the business segment’s product portfolio representing over $4M in revenue annually

Supported 3 design teams and 12 product lines, served as liaison between manufacturing and business segments

Managed the outsourcing of 14 products determined to be outside the organization’s core competencies

Assisted with development and implementation of a dashboard metrics system to monitor and improve the quality, efficiency, and safety of plant’s production processes

Developed 9 employee training courses, trained over 1,000 employees including leaders, supervisors, engineers, technicians, and production associates

INTERNATIONAL EXPERIENCE

Master of International Business Project, Tokyo Japan (managed from Pittsburgh, PA) 2011-2013

Led virtual global team to minimize out of box rejects on disposable circuits product line resulting in an increase in customer satisfaction and a reduction in scrap/replacement costs by over $100,000 annually for the largest country market outside of the United States

Resolved 2 CAPAs (corrective action preventative action) that were issued to the Pittsburgh Philips Healthcare organization which had been previously unresolved for over 5 years

University of Pittsburgh Business & Engineering Study Abroad Programs

Cusco, Peru, Structural Engineering 2011

Sao Paulo, Brazil, Sustainable Energy 2010

Bangalore, India, Corporate Culture Analysis 2009

Nanjing, China, 12 credits in Mandarin Chinese 2001-2002

MBA MARKETING EXPERIENCE

Philips Healthcare, Pittsburgh PA, Hospital to Home Value Mapping 2012-present

Awarded Honorable Mention in 2012 Philips North America Marketing Best Practices Competition for creation of model that identified opportunities to add value to current product/service offerings

Piloted model with flagship ventilator in the US and 3 international markets representing $360M in revenue

Philips Healthcare, Pittsburgh PA, Customer Value Management, Team Leader 2010-2011

Developed customer cost savings/revenue increase model and determined that an average sized customer nets approximately $100,000 annually by implementing a certain software package

Model used to develop power messaging platform for sales team

Created financial model for 4 core marketing programs that quantified the program value for the customer

Birchmere Ventures, Pittsburgh PA, Wound Healing Industry Analysis 2009

Developed market analysis of $21B wound healing industry to determine potential investment opportunities for firm

Recommended NO-GO; firm’s resources were reallocated to other projects, saving substantial investment in time and resources

Westinghouse Nuclear Services Sector, Pittsburgh PA, Competitive Analysis 2009

Conducted Porter’s Five Forces Analysis of the nuclear services industry to provide strategy team with a comprehensive view of the industry’s competitive landscape

Developed and delivered Porter’s Five Forces training for senior strategy executives to facilitate continual competitive analysis

LEADERSHIP AWARDS & EXPERIENCE

Katz Outstanding Part-Time MBA Student of the Year 2013

Awarded for exemplary academic performance and leadership

Beta Gamma Sigma-International Business Honor Society, Member 2013

Evening Student Executive Board, President 2011-2013

McKinsey Cup Case Competition Award Recipient; Finalist & Honorable Mention for Presentation Skills 2012 & 2013

Katz Fund for Excellence Scholarship Recipient 2010-2013

VOLUNTEER EXPERIENCE

Junior League of Cincinnati,

Transfer Member Vice-Chair 2016-present

Perspectives Magazine Chair 2014-2016

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