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Click on the links below to find out more about the key qualification.
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Cost Containment / P&L Management
- Identified $4.3M in new growth opportunities and $17M in staffing cost reductions through reorganization of sales teams after M&A integrations.
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- Minimized operating costs by renegotiating agreements with i2 Technologies, webMethods and Accenture.
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- Improved marketing, operations, and trading economics of marine bunkers and utility fuel oil by leading negotiations, employing collaboration, and developing other traders, sales and operations personnel. Improved earnings by $ 8.7M.
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- Reduced operating costs within first two months by reorganizing and releasing staff, delivering more for less and saving company $5.6M.
- Amplified margins by $10.2M through optimizing refinery operations. P&L responsibility of approximately $250M annually.
Business-to-business Sales / Customer Relationship Management / Channel Development
- Built improved distributor relationships and led commercial negotiations with all key accounts to deliver increased volume commitment of 16% while distributors were reduced by 39%.
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- Enhanced Customer Relationship Management by working closely with key accounts. Created “Root Cause” process to improve customer satisfaction. Target Stores cut dollars reduced by 61% and improved in-stock more than three points to 95.5%. Wal-Mart DC’s in-stock reached near 100%.
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- Led staff in leveraging market intelligence of over 300 sales FTEs in 80 markets to define channel strategies market-by-market. Improved channel visibility, management and control while increasing earnings potential by $65M over 5-year NPV.
- Defined business case and hired team to enact new channel performance organization. Team will also launch newly created Distributor Consulting Program.
- First VP of Sales for startup, targeting new customers, building interim Customer Relationship Management Team and speaking at conferences globally.
Supply Chain Management
- Created integrated production forecasting of more than 7 million barrels of product per month by coordinating and managing efforts of multiple groups.
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- Turnaround of underperforming organization, utilizing leadership, high energy, coaching and counseling, and communication to revitalize operations, define expectations, and create a collaborative work environment.
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- Achieved 99.8% revenue shipped and 93.5% on-time (improvement of 1.2 and 5.3 points respectively) for lubricants and consumer products while working with operating group to reduce plants by 50%.
- Project Sponsor of SAP SCM Suite and built Planning & Analysis group that enabled working capital reduction of $25.7M and air freight reduction of 70% as well as other savings in service level, operating and material costs.
- Instituted third-party logistics transportation strategy that delivered $8M in savings and reduced carriers 94.5%, from 564 to 31.
Project Management
- Trimmed project time to average of four weeks by streamlining contractor bidding process.
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- Managed relationships and built shared vision to recruit resources and obtain support for design/implementation of Sales Force Effectiveness (SFE) and Customer Profitability Analysis (CPA). SFE savings/growth opportunity of $21M identified for delivery by end of 2005, plus CPA cross-sales group pricing opportunity of approximately $10M.
- Revitalized Project Management of all activities, which totaled over 100 on a rolling basis.
- Supervised maintenance and mechanical inspection professionals on more than eight multimillion-dollar projects. Staffs ranged in size from 15 to 125.
- Delivered transformation of Distributor Channel ahead of schedule and under budget.
Process Improvements & Operations Development
- Elevated mechanical integrity of equipment by implementing inspection training program that helped maintain on-stream time above 97%.
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- Established more than 30 mechanical integrity processes to extend life of capital equipment.
- Designed and directed repairs and upgrades to operating units.
- Devised change management solutions during Shell, Texaco & Saudi Aramco integration while working for the CEO.
Business Startup
- Delivered negotiated equity of 3.5% in Trade–Ranger, leading global procurement exchange in the energy industry, with 14 equity partners. Obtained approval for funds and concept from CEOs of Texaco and Shell. Recruited by Trade–Ranger CEO to launch $100M startup.
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- Directed staff of 21 resources to evaluate and resource startup retail marketplace opportunity.
- Drafted Trade–Ranger charter as initial startup Board Member.
Negotiations / Due Diligence / Asset Divestiture
- Executed due diligence, negotiations and definitive agreements with Wellogix, NetworkOil, and TheOilSite. Revenue-sharing arrangements took revenue from zero to positive.
For more information, click here.
- Optimized operating expense and improved margin by selling and divesting non-strategic Direct Sales Operations. Facilities reduced by 23% while 5-year NPV improved by $16M.
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