Turnaround Credentials

Turnaround Management Association - CTA Certification

The Turnaround Management Association (www.turnaround.org) is the only international non-profit association dedicated to corporate renewal and turnaround management. Its international headquarters is in Chicago.

Established in 1988, TMA has more than 9,300 members in 49 chapters, including 31 in North America and one each in Australia, Brazil, the Czech Republic, Finland, France, Germany, Hong Kong, Ireland, Italy, Japan, the Netherlands, Romania, Singapore, Southern Africa, Spain, Sweden, Taiwan, and the United Kingdom.

TMA members are a professional community of turnaround and corporate turnarounds renewal professionals who share a common interest in strengthening the economy through the restoration of corporate value.

Sales / Marketing / Business Development Professional with Operational Improvement Experience

Diversely experienced sales, marketing, business development and operations process improvement professional for start up, turnaround and rapid growth environments – resolving long-standing problems and creating solutions that improve profitability.

Executive Decision Maker & Fiscal Champion Multi-Site Sales & Operational Leadership Process Improvement / Change Management Corporate Planning & Strategic Development P&L Management & Budgetary Direction Lean Six Sigma Champion / Black Belt Trained

HAWKEYE CONSULTING ADVISORS, LTD., Lemont, IL

Lead consulting projects to revitalize manufacturing, distribution and retail organizations. Provide objective business development and operational advice, expertise and specialist skills creating value, maximizing growth and improving business performance.

• Grow product sales 35% in 12 months and position 20% annual growth for following year by introducing new marketing initiatives, forging effective strategic alliances, implementing innovative sales techniques and reengineering sluggish sales force.
• Grow product sales 40% in 30 days by refining sales messaging, creating unique sales offer and positioning the company with an offer that cannot be duplicated by competitors.
• Implement strategic growth plans to enhance profitability by evaluatng current competitive environment and benchmarking business against leading competitors.

MANROLAND, INC., Westmont, IL

Responsible for coordination and functional management leadership of sales support activities in the large customer business segment.

• Increased new product sales 150% over 6 years with increased 20% customer growth for 6 consecutive years by creating new business pipelines with major accounts, process improving service delivery, implementing innovative sales techniques and reengineering operational effectiveness.
• Earned $1 million sales in first 9 months by launching company’s first ecommerce website yielding improved customer care rates and saving $400,000 over 3 consecutive years.
• Drove growth and organizational productivity effectiveness as recognized customer service leader among industry executives using SAP information system to analyze data and created actionable plans.

GOSS INTERNATIONAL CORPORATION, Bolingbrook, IL

Reengineered supply chain, product engineering, distribution, marketing within sales and service organization for international equipment manufacturer / distributor.

• Grew new product sales 25% in 11 months and 20% cost reductions for two consecutive years by reengineering 50-person department, introducing new sales techniques, forging effective strategic alliances and implementing innovative marketing initiatives.
• Increased customer order fill rates to 90%+ and raised priority on-time deliveries 59% by delivering operational improvements and reducing purchase costs 10% in Oracle information systems environment.
• Addressed customer criticisms while promoting company’s features and benefits, capitalizing on market intelligence to design and launch high-impact marketing campaign.

SEARS MANUFACTURING, Davenport, IA

Responsible for materials management and information systems. Eliminated past due shipments to John Deere, Case IH, Caterpillar and Freightliner manufacturing plants.

• Launched 50% productivity gains in 120 days and sustained higher customer satisfaction is quality and delivery by introducing LEAN Six Sigma Kaizen events, introducing Synchronous Manufacturing discipline to the planning and scheduling function and initiating engineering software launch enabling 75% reduced lead times for new product introductions.

VALMONT INDUSTRIES, Omaha, NE

Led materials management, procurement and warehouse operations team within multi-plant manufacturing division. Team launched green field start-up. Demand Flow Technologies (DFT) trained, led 45-member team in continuous productivity improvements in materials cost control and production efficiencies.

• Uncovered $250K in inventory reduction costs savings, improved inventory turns 10% better than plan and identified 15% cost savings by implementing ERP system and introducing new supply chain management processes based on Zero Based Costing.
• Launched Enterprise Resource Planning (ERP) software implementation 6 months ahead of deadline by reengineering 40-member cross functional team, renewed project momentum and team effectiveness.
• Renewed controls and reduced past due orders 30% by leading post-implementation team to the Netherlands providing effective training for improved utilization and user diagnostics.

BELL SPORTS, INC., Rantoul, IL

Responsible for the master and finite scheduling activities for all stock keeping units (SKU’s) as well as warehouse operations in line with site and corporate lean inventory and productivity targets.

• Improved customer order fill rates to 95%, increased throughput 17% and lowered targeted inventories by 60% over 2 years by initiating LEAN Manufacturing delivery schedules from top suppliers and introducing synchronous manufacturing scheduleing and priority techniques.
• Increased inventory turns 27% by leading task force eliminating excess obsolete inventory.
• Key contributor for company expansion in Australia start-up; achieved 1st year targets.

Additional Training / Consulting Experience

TEIKYO MARYCREST UNIVERSITY, Davenport, IA Adjunct Instructor Business Department
Taught college-level business courses including Sales Force Management, Consumer Behavior, New Product Development and Quality Management and Control to undergraduate students.

GENERAL ELECTRIC, Morrison, IL Training Consultant
Taught General Electric Co. materials, inventory control and supply chain personnel the coursework preparing them to reach certification status for the APICS Production and Inventory Control accreditation.

UNIVERSITY OF IOWA, Henry B. Tippie College of Business, Iowa City, IA Tutor, Athletic Department
During full time studies, worked with small businesses to assess the marketability of their business or product ideas and suitability of accounting software. Assisted scholarship athletes to prepare for examinations and major assignments.

SMALL BUSINESS DEVELOPMENT CENTER, Iowa City, IA Consultant

Education / Certifications / Additional Skills

EDUCATION

MBA Finance
Henry B. Tippie College of Business
University of Iowa, Iowa City, Iowa

BBA Management
BBA Marketing
University of Iowa, Iowa City, Iowa

CERTIFICATIONS

Certified Turnaround Analyst (CTA) – Turnaround Management Association

Certified Integrated Resources Management (CIRM) – APICS
Certified Production and Inventory Management (CPIM) – APICS

ADDITIONAL SKILLS:

Leadership skills, Six Sigma, Lean Manufacturing, Supply Chain Best Practices, Materials Management, ERP Optimization, Process Management, Demand Flow Technologies, Conflict Management, Drive For Results, Building Effective Teams, Synchronous Manufacturing, Zero Based Costing, Activity Based Costing, Presentation Skills, Sales Strategies, Negotiation Techniques, Quality Improvement (Deming Principles) and JIT Methods.


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