Project Manager

STEVEN H. SLAWSON

**** ******** **** ****** *******, Ohio 44122

H 216-***-**** C 216-***-**** co2t92@r.postjobfree.com

SUMMARY

A highly accomplished and forward thinking SALES AND MARKETING LEADER who excels in developing new markets, growing organizations, aligning partners and building alliances to produce superior, high-growth results. A well-rounded professional with extensive experience in sales/sales management, channel management, business development, global marketing, product management, finance, corporate strategy, mergers and acquisitions.

EXPERIENCE

GLOBAL GROWTH ADVISORY, Cleveland, Ohio 2011-Present

Offers global sales and marketing research, strategies and tactics to formulate, prioritize and execute growth opportunities. Expertise includes sales strategies, customer insights, needs assessment, market sizing & segmentation, new market entry strategies, acquisition analysis, channel expansion/optimization, and competitive reviews.

PRIVATE EQUITY FUND: Global strategic market assessment for $100 million/year private equity fund. In-depth reviewed of top new market growth opportunities providing market size, channels to market, key buying insights and implementation recommendations. Completed project three months ahead of schedule.

APPAREL WHOLESALE COMPANY: Developed business plan and sales growth strategies to grow an underperforming small business including monetization of excess inventory, channel expansion and new product/service offerings. Secured sales with largest national retailer and a major online distribution partner.

AVERY DENNISON CORPORATION, Cleveland, Ohio 2007-2011

Global Strategic Marketing Manager, Graphics and Reflective Solution 2009-2011

Developed and aligned strategic plans across market segments and global regions. Researched and developed new business platforms creating business plans and execution models to drive global growth and profitability. Drove best practices globally including product management, marketing communications, customer segmentation, channel management and pricing.

STRATEGIC PLANNING: Led annual global strategic planning process for a $500 million business unit securing $25 million of additional funding to support growth initiatives.

EMERGING MARKETS: Led market assessment and strategic review to accelerate growth of $400 million Russian market.

NEW PRODUCT INTRODUCTION: Led market research and product portfolio positioning for new $50 million “Green” product line.

CUSTOMER SEGMENTATION: Led global rollout of multi-channel segmentation program improving sales and optimizing resources

Senior Manager, Corporate Strategy and Business Development 2007-2009

Led strategic planning analysis for existing businesses and new growth platforms including primary and secondary research, business plan creation, sales execution planning, channel optimization and planning, organizational structure and financing needs plus possible business combination reviews (acquisitions, JVs, strategic partnerships).

NEW MARKET EXPANSION: Led a new platform assessment and investment strategy review. Created an actionable strategic plan leveraging the Company’s innovation strengths, geographical reach, and core competences to deliver value to customers in the photovoltaic industry and reward shareholders. First year sales of $5 million, second year sales $15 million.

PRODUCT MANAGEMENT OPTIMIZATION: Implemented product management best practices across divisions including financial measurement, supply chain and customer segmentation improving profitability by 7%.

RICHCO, INC., Chicago, Illinois 2006-2007

Director, New Business Development

Developed and implemented global growth strategies via acquisitions, joint ventures and/or strategic alliances. Directed corporate development initiatives leading all aspects of transaction processes including global market reviews, modeling, valuation, due diligence, negotiation and implementation coordinated with other departments to develop comprehensive and executable plans.

TRANSACTION LEADERSHIP: Lead internal and external teams through the transaction process to establish common objectives providing expertise on strategy, process and deliverables.

DUE DILIGENCE / MODELING / VALUATION: Lead due diligence teams developing comprehensive financial models and investigative techniques to efficiently evaluate targets identifying under valued assets, unforeseen liabilities and quantify risk exposures to accurately determine fair valuations.

PANDUIT CORPORATION, Chicago, Illinois 2003-2006

Director Market Management & Sales, Asia Pacific and Canada, 2005-2006

Sales and P&L accountability for $120 million sales region of a global manufacturer of information technology and electrical solutions. Developed and implemented two regional sales performance recovery plans. Increased sales 19% and profits 22%.

STRATEGIC PLANNING: Created and implemented strategic and tactical sales plans, evaluated existing local team and implemented changes in people and actions, resulting in significant performance improvement from 5% growth to 28%.

INTERNATIONAL EXPANSION: Implementing multiyear, multimillion dollar expansions in China and India. Developed business case to justify financial investments. Oversaw planning, hiring, training, sales, marketing, and logistics. Year two implementation sales in China +78% and year one implementation sales in India +35%.

GLOBAL ACCOUNTS/KEY ACCOUNT MANAGEMENT: Co-developed global accounts program coordinating international activities, communication and strategies to shorten sales cycles (20%), improve sales productivity (5%), and increase closing rates (23%).

Business Development Manager (Sales), Fiber Group, 2003-2005

Sold and marketed Fiber Optic solutions to customers such as Cisco, Juniper Networks, IBM, and HP. Developed strategic direction on solution set, pricing, marketing materials and training. Accountability for global sales growth and profitability.

PRODUCT GROUP OF THE YEAR 2005: Grew sales 37% and returned group to profitability launching six new products.

PROFITABILITY IMPROVEMENTS: Revamped pricing methodology improving competitiveness, sales growth and overall profitability.

AMPHENOL CORPORATION, FIBER OPTICS PRODUCTS DIVISION, Lisle, Illinois 2000-2002

Manager, Business Development (Sales)

Direct sales and channel management for an $80 million global manufacturer of fiber optic interconnect solutions.

KEY ACCOUNT MANAGEMENT: Responsible for division’s two largest accounts. Oversaw multi-million dollar product cancelation program maximizing sales revenue, recouping capital equipment investment, raw materials, work-in-progress and finished goods while retaining the customer relationship.

DISTRIBUTION MANAGEMENT: Managed distributor relationships, sales planning and pricing. Best performing group in 2001.

NEW PRODUCT DEVELOPMENT: Introduced five new product lines growing sales 36% and improving profitability 28%. Led successful $25 million new product program for Allcatel-Lucent including customer demand, production and supply chain. .

JP MORGAN CHASE CORP, Chicago, Illinois 1996-2000

Assistant Vice President (Sales), JP Morgan Chase Capital Markets Corporation, 1998-2000

Sold financing services such as long-term debt offerings, commercial paper and preferred stock placements to Fortune 500 companies.

REVENUE GROWTH: Received recognition for record number of closed transactions. Increased revenue 206%.

INCREASED PRODUCTIVITY: Improved processes allowing for greater sales coverage with existing resources improving profitability 281%.

Assistant Vice President, Corporate Mergers and Strategies, 1996-1998

Structured, negotiated, and implemented mergers, acquisitions, and joint ventures to drive growth and profitability for the Bank.

US BANK CORP, Milwaukee, Wisconsin 1991-1996

Senior Financial Analyst, Bank Mergers and Acquisitions

EDUCATION

UNIVERSITY OF WISCONSIN, Madison, Wisconsin

Bachelors of Business Administration, Finance and Marketing, 1991

CERTIFICATIONS

• Miller Heiman Strategic Selling certification – 2004, 2010

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