Aftermarket Operations Leader Resume

Desired Industry: Healthcare	SpiderID: 12001
Desired Job Location: Grove City, Ohio	Date Posted: 3/28/2007
Type of Position: Full-Time Permanent	Availability Date: Immediate
Desired Wage:
	U.S. Work Authorization: Yes
Job Level: Management (Manager, Director)	Willing to Travel: Yes, 50-75%
Highest Degree Attained: Masters	Willing to Relocate: Yes

Objective:
Consummate Project and General Management Executive driving capital equipment sales, developing effective aftermarket solutions, driving profitable growth in challenging environments. Strong demonstrated leadership, motivation, communication, negotiation, business modeling, creative and analytical skills. Decisive, solutions/results-oriented professional in customer intimate environments. Record of developing & managing specialized programs and agreements meeting the requirements of specific relationships.

Experience:
1999 – 12/2006 General Electric General Manager – GE PMI UPS/ATS Critical Power Quality Business
n Leadership of $35MM Americas Power Quality Sales/Service Operations w/100+ direct reports, managers, HR operations, VAR/SVAR dealership networks in distributed/depot operations environments developing syst bems, processes, polices, business financial modeling and methodologies mitigating risk while optimizing business solutions.
n Through strategic planning, coaching/consultative methodologies, promoted capital equipment, products/services as solutions at C-levels resolving customer's challenges, representing VOC, driving quality practices and profitable growth.
n Management of NPS/CRM, IS, ERP, marketing/merchandising, capital equipment/service sales, OTR, engineering, training, Call ctr., purchasing/inventory & warehousing; logistics, Six Sigma Lean quality, finance, and operations.
n Business Analyst/Change agent. Led restructure benchmarking, defining strategic direction, institutionalizing lean continuous improvement methodologies. Led escalation process, manual/documentation/protocol/audit compliance
n Management/conflict resolution of National/Governmental services/purchase contracts and VAR/SVAR channels.
n Led EHS, OSHA, and Lean Six Sigma initiatives. Qualified Black Belt. Oracle, Siebel, Windows, SAP, M/ERP systems.

- Regional Director of Service – GE PMI
n Led $8MM aftermarket distributed service operations. 28 direct reports/32 states/Canada. Led consultative customer support methodologies at C-levels of national/government accts resolving challenges, managed P/L driving growth.

- Regional Director of Service – GE Healthcare
n Led $18MM aftermarket Ultrasound distributed service operations. 30+ direct reports/13 states. Through consultative customer support methodologies at C-levels resolved customer challenges, managed P/L driving profitable growth.

- Installation Project Manager – GE Healthcare
n Implementation/management of healthcare IT-based diagnostic product installation in customer intimate environment.
n Management of cross-functional teams, process facilitation, contract terms, while managing impact of change on projects to maximize project quality and customer satisfaction.

1997-1999 Philips Medical Systems
Senior Service Project Manager
n Implementation/management of healthcare IT-based product installation and OTR process. In a customer intimate environment managed cross-functional teams of internal business professionals/partners developing/prioritizing HIS/RIS, PACS, projects to $32MM.
n Facilitation/management of processes impacting construction project development, using AutoCAD, Microsoft Project, Peoplesoft, managing effectiveness of cross-functional groups of contractors/customers during planning/construction/installation and testing processes.

- Multi-Vendor Project Development Manager
§ Development/management of cross-functional teams, process’s, contract terms/service delivery of competitive non-OEM products, while managing impact of change on customer, maximize process quality and customer satisfaction.

Phelps Technologies
Director of Production
n Directed P/L, manufacturing operations, MRP, inventory, warehousing, logistics and facilities in a $100MM, 350K sqft. /10-line/3-shift/OSHA compliant, Lean production facility. Led 10 managers, 18 supervisors, and 340 employees in multi-site production tool/die & computer facilities.
n In climate of change implemented/drove ISO 9000 practices increasing quality 38%, and operational efficiencies 120% leveraging continuous Lean Six Sigma improvements through the effectiveness of Kaizen activities/Kanban systems.

KC Imaging Systems
President/CEO
n Lead strategic development of $12MM entrepreneurial diagnostic medical sales/service co. leveraging resources, negotiating business terms of national commercial accounts & government product/services/contracts, establishing strategic direction/org. effectiveness leading value development and profitable growth.
n Leveraged opportunities achieving objectives through development/acquisition/partnering of dealerships. Through sales/marketing/category mgt developed operational/merchandising strategies, retail/catalog channels, B2B sales supporting global market channels for hospital/non-hospital product/supply sales including import/export.

Picker International
District Service Manager/Service Manager
n Separated ISO dealership, negotiated terms/contracts developing progressive distributed aftermarket distributed service operations through direct managers and reports with $8 MM P/L.
n Developed customer/segment support strategies. Implemented field NPI, beta testing. Managed commercialization & communications, collateral sales support, SLA management, I/OTR, product installations.

Education:
MidAmerica Nazarene Univ. BA Management & HR Olathe, KS
University of Phoenix Masters/ Global Business Phoenix, AZ

Skills:
Aftermarket Service Operations, Sales/Marketing, Organizational Development, Turn-Around & Restructuring:, Quality Strategic Vision & Planning; Strategy Development & Functional Execution; Finance & Data Analysis with P/L; Risk Analysis & Mitigation; Change Management; Project Management; Program Management; NPI; Product/Service Sales; Marketing, Category Management, Merchandising & Analytics; I/OTR; CRM; Contract & SLA development & negotiation; Dealership & Vendor Development/Management; Help Desk/Call Ctr./Dispatch Management; Managerial & Team Development; Lean Six Sigma; Network Architecture Design & Development

Additional Information:
n Directed reorganization efforts, outsourcing and consolidating operations, gaining profitability & reducing deficit 53%.
n Reorganized, developed lateral market channels, expanded through acquisition, securing $7 MM in capital investment.
n Leveraged market analytics driving vertical markets, increased service revenues 66%, & product sales 100% annually.
n Drove A/R process improving cash flow, reducing A/R’s 76%
n Developed: innovative products; catalog marketing; & lean product manufacturing in ISO 9001 facility increasing outputs 100%, & improving margins 400%.
n Increased SLA contractual commitments 370%, resolving eroding market share.
n Mitigated revenue erosion by developing innovative revenue recognition programs, managing to a 62% margin.
§ Leveraged Lean Six Sigma: decreased obsolete parts inv. increasing parts revenue ROI 300%; decreased installation span 64% & cost 46%; reduced ETTR 62%; reduced finished goods inventory 60%; & reduced variable cost 40%.

Reference:
Available upon request.

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