Roberto Baguer

Work History

Work History

MRO Purchasing Manager

Honeywell

Charged with the creation of the MRO (“Maintenance, Repair and Operations”) department and reduction of the acquisition cost for Maintenance, Tools and Services.Key responsibilities in the area of market research.

2003 - Present

Summer Intern - MBA Program

Visteon

Responsible for the development of a new electronic application marketing plan.

2006 - 2008

Marketing Director - Ceramic Tile North American Division

ROCA

Responsible for tradeshows, literature, POS, ads, promo, website, merchandising, packaging, and new products introductions.Key responsibilities in the areas of management, market research, promotions, brand activation and branding.

2004 - 2006

Product Manager - Dunlop Brand, North America

The Goodyear Tire & Rubber Company

Directly accountable for performing all analytical needs of the brand as well as for implementing a grassroots sponsorship program.Key responsibilities in the areas of competitive intelligence, brand activation, brand strategy and brand analysis.

1998 - 2002

Operations Management (Senior Buyer, Logistics and Manufacturing Manager)

Valeo

Accountable for the purchasing budget of certain commodities, for preparing replenishment and service rates as well as for the operations of two assembly lines.Key responsibilities in the areas of process improvement, cost reduction and cross functional team management.

Education

Education

Languages

Fluent in Engilsh and Spanish.

Basic French

Summary

I am a Marketing Professional with ten years of international experience in the Auto and Consumer Durables Industries.

I started my career in Supply Chain developing a deep understanding of the cost side of a business. I have succeeded in creating and implementing programs to reduce acquisition costs, improving Supply Chain efficiency, and managing a manufacturing facility. After obtaining my MBA, from Carnegie Mellon, I have developed my understanding of the revenue side of a business. I started as a Product Manager, where I contributed significantly by creating insightful models to evaluate market opportunities, brand strategies, and return on investment of Communication and Promotional activities. I evolved into a Marketing Director role, where I led a Marketing Department, recruited a team, managed two advertising agencies and several vendors, as well as designed and developed a Marketing Plan for a $100M business unit.

My key strengths are analysis, project management and communication. Regarding my analytical skills, I am very good at combining quantitative and qualitative information to support decision making in different business areas such Marketing and Supply Chain. As for my project management skills, I have developed them during my career working on New Product Development and Introduction, as well as working with Advertising agencies in developing Marketing Communication tools, and organizing Trade Shows among other projects. Finally, in terms of my communication skills, I excel at summarizing and structuring, information both verbally and in written form. When interacting with people I stands out at framing and supporting my opinions so the message becomes concise and effective.

My working/management style is very open for unconventional thinking, friendly in the interaction, pushing for creativity and excellence in the execution of projects. I am a manager who develops long term visions while putting in place short and medium term actions aimed to accomplish those goals. I always looks for opportunities for improvement. When managing people I like to give autonomy and encourage a proactive attitude on them. I also like to maintain stakeholders aligned with the big picture by sharing the relevant information and incorporating feedback from them.

I am looking for an opportunity to be a key contributor to the business where I can have the ability to create, plan, and show results.

Professional Highlights

Skill: ANALYZE

CIRCUMSTANCE:

At Valeo, one of our most important suppliers was causing significant incidents in our production schedules. Sometimes we run out of components due to variations in our customers forecast. Other times components were misplaced in the warehouse. There ware also times in which the supplier wasn’t fulfilling our orders properly. That caused continuous arguments and lack of confidence in the relationship.

ACTION:

I did and fish bone analysis to detect potential sources for causing this problem.I ranked them and selected the most important ones following the 80/20 rule. First I reviewed our customer’s forecast and increased the safety stocks levels accordingly. Second I redefined the stock layout making easier its identification. Third I created a new information flow for stock replenishment using a very visual tool and involving the truck driver himself in taking replenishment decisions.

RESULT(S):

A significant increase in our service levels reaching 95% and 25% of inventory decrease.

CIRCUMSTANCE:

At Goodyear there was a significant controversy about the strategy to follow with the Dunlop brand. Some people were keen to extend its presence within the more price sensitive segments of the markets. Other people were keen to keep the brand within the premium segments of the market. The debate was very focused on qualitative insights.

ACTION:

I did a P&L projection of the results of the brand for each of those options. I analyze and took into consideration the product portfolio required to develop the strategy by type of customer/channel, pricing trends observed in each segment of the market, and marketing budget required to maintain or open those channels.

RESULT(S):

I brought quantitative information to complement the qualitative insights and therefore provide a more complete description of the strategy alternatives. Finally an agreement was reached and Dunlop continued to focus a premium market.

Skill: CREATE

CIRCUMSTANCE:

At Honeywell the panel of suppliers for tooling development was very limited and introducing new ones was not only time consuming but encountered multiple obstacle within the technical department. During the last years the suppliers were forced to reduce prices on multiple occasions.

ACTION:

I created a tooling workshop that was open to both current and potential suppliers. The focus was to engage our technical people and the suppliers on a conversation aimed to reduce the cost of tooling for us. We considered things like new materials, new designs and benchmarking from other industries.

RESULT(S):

We reached a 50% cost reduction that accounted for $1M.

CIRCUMSTANCE:

At Roca pricing was thought as a reactive tool in front of customer demands. Sometimes customers were comparing our products with others that were not purely comparable. Since sales weren’t fulfilling the budget the sales team wasn’t willing to establish more rigorous comparison with our competitors to answer customers’ pricing requirements. When it came to introduction of new products each sales representative had a different interpretation of the product and the tendency was always to sacrifice on price to get customer orders.

ACTION:

I created a framework to evaluate and compare our products and our competitors. This was a matrix chart with prices in one axe and style in the other. I validated styles with the sales team so it made sense for customer language and I checked on technical aspects that had an impact on the cost/price of our products in order to define pricing groups’ typologies.

RESULT(S):

The result was a common framework that could be used for answering customers’ pricing concerns and for positioning new products in the market. Everyone shared the same set of criteria and therefore consistency was higher in our answers to customers. We also used the tool to discontinued and propose the introduction of new products into the market.

Skill: PROJECT MANAGEMENT

CIRCUMSTANCE:

At Roca the introduction of new products was chaotic and time inefficient. There was not too much information to the sales force anticipating on them. The preparation of POS and literature was done in a reactive way to receiving the products in the warehouses.

ACTION:

I identified key steps in the new product introduction process and assigned timing and responsibilities for its completion. I did layout processes so we knew things that could be done in parallel while waiting for certain things. I also highlight milestones and decisions associated with those so once there were validated they couldn’t be changed.

RESULT(S):

As a result we improved significantly the time to market going from 6 to 3 months. We also increased the quality of the information and tools delivered to internal and external customers.

CIRCUMSTANCE:

Valeo had a matrix organization that combined job function in one axe with customer/project in the other. For Purchasing this meant that each buyer had responsibility over a set of products in one hand and over all products related with one customer/project in the other. Traditionally buyers were paying more attention to their responsibility on a set of products since their savings objectives were directly related to that.

ACTION:

I was responsible for one of these projects and showed how the performance of a supplier in the whole development process could be used for cost reduction purposes. That information helped to evaluate suppliers from a QCD (Quality-Cost-Delivery) point of view and provided incentives for pricing reductions by looking at the total cost of the supplier. The other part of my job was to cultivate a collaborative team work environment with the other functions to assure that the project moves forward according to the initial planning.

RESULT(S):

I completed my project fulfilling cost and time targets. I also provided additional tools for cost savings to my peers in the Purchasing department. In my personal experience I found that this source accounted for one third of my cost reduction plans on a regular year.

Skill: MARKET

CIRCUMSTANCE:

At Roca there was a certain tendency to look internally instead of looking to the market when it came to certain things like pricing and new product development decisions. The company was traditionally a manufacturing driven one.

ACTION:

I took into consideration the market when I created a pricing framework. I classified and sorted our competitors and customers requirements using a two axes chart that accounted for style and price factors.

RESULT(S):

The result was a framework that could be used for benchmarking our products with the competition. It also was used to detect market opportunities for new product development.

CIRCUMSTANCE:

At Goodyear the selection of new sizes for the tuning market was done following competitor’s moves and experts opinions. This created high uncertainty since there were blind decisions and did not allow Goodyear to take a leader role but a follower approach to this business.

ACTION:

I did a market analysis to see if new sizes fitted targeted vehicles and I measured the market size. I also took into consideration the offering from our competitors and the type of product that they had to fulfill market needs.

RESULT(S):

We were able to develop sizes that had more sense for our brand strategy, we could estimate a targeted return on the investment, and we put in place more targeted marketing efforts.

Skill: BUDGET

CIRCUMSTANCE:

When I started with Roca there was a need to develop marketing communications tools that were postponed in the past due to budget constraints and a massive introduction of new products in the previous months. Every project was urgent but the human and economic resources were limited.

ACTION:

I designed a budget detailing the projects that were taking priority and the expense/investment required. I validated it with the President of the Division and shared with main players in the organization.

RESULT(S):

I got the commitment from the upper management in the amount of dollars required and I set an expectation for the implementation timing for each one. Everyone was clear and level of satisfaction with the Marketing department increased significantly.

CIRCUMSTANCE:

When I got to Valeo the Purchasing organization was new. The savings objectives for the year were important and there were a lack of ongoing projects started by the previous team.

ACTION:

I analyzed my panel of suppliers and the type of products that I was responsible for and I created a budget for the year. I grouped actions in three categories.

·Immediate result due to negotiation with current suppliers based on historic performance, recent nomination for new projects, leverage of relationship with other divisions of the group and other considerations.

·Medium tern due to changes in technical specifications that allowed significant cost reductions though required a complete homologation process with customers.

·Long term due to the introduction of new suppliers that I previously identified as big opportunities for savings.

RESULT(S):

I was able to fill the pipeline with projects that were covering both short term needs of the business and long term strategy of the division. I was able to reach an overall 7% of acquisition cost reduction over a $10M budget.

Skill: HUMAN RELATIONS

CIRCUMSTANCE:

At Goodyear we were developing a new way of doing business for the Dunlop brand. The idea was to reach directly driving enthusiasm consumers that could understand and give value to the attributes of our products.

ACTION:

I developed a sponsorship program with Porsche and BMW car clubs of US. I met individually the key members of those clubs and develop personal relationships with them by attending several events.

RESULT(S):

By having a personal connection we were able to get more advantages out of our sponsorship program like free advertising in their newsletter, free product showcase at key events, and excellent reputation through word of mouth in their community.

CIRCUMSTANCE:

When I was Manufacturing Manager for Valeo the relationship between blue collar workers and manufacturing staff had been always difficult. Unions played a key role in the organization and every saddle change or improvement had to get their approval.

ACTION:

I tried to be more personal in my relationship with workers. At the beginning my agenda didn’t include any of the typical production related topics like process improvement, productivity, time between failures, preventive maintenance, 5S and so on. Instead I tried to understand people and get to know every worker in my section. I worked trying to show them interest for their personal needs.

RESULT(S):

I gained their trust and implemented some improvement s that were on the table since long time ago but nobody gave priority to solve them since they were not directly related with the objectives of the division. Eventually I was able to show them the advantages of the company’s agenda in their work environment, and got their cooperation for its implementation. I always kept an eye on personal needs as a way to keep their trust in me.

Skill: PRESENTATION

CIRCUMSTANCE:

When I was the Marketing Director for Roca, the company was relatively unknown for customers and products were still not very well understood by them.

ACTION:

I designed a road show held in key cities to give our customers the opportunity to understand the company and our products as well as interact with our sales team. I prepared and delivered a power point presentation and designed a product/merchandising showcase to present key aspects of our company.

RESULT(S):

Customers were very happy about having that opportunity to interact with us in a more intimate way than a typical tradeshow. They also got impressed with the range and depth of our portfolio. As a result we strengthened relationships with current customers, and opened relationships with new ones. We got a significant amount of samples request to evaluate opportunities and purchase orders of products equivalent to a half average month.

CIRCUMSTANCE:

At Goodyear we were sponsoring certain events for Porsche and BMW car clubs of US. The program was new and we tried to gain some traction from the beginning.

ACTION:

I created and delivered a presentation to explain the Dunlop brand and the details of the sponsorship program at a kick off meeting in each region.

RESULT(S):

The program got traction and excitement from the beginning. We got free advertising, word of mouth, sales, and referral to work with other regions.

Skill: RESEARCH

CIRCUMSTANCE:

When I was with Honeywell, the panel of suppliers was very fragmented and Maintenance technicians were able to work with a supplier based on their own preference.

ACTION:

I researched suppliers, products and services to understand alternatives and evaluated them in order to define a panel of suppliers for the division.

RESULT(S):

I reduced by 25% the number of suppliers accountable for 80% of the budget. By doing this we were able to implement productivity workshops that allowed the division to reduce 50% the acquisition cost on certain products.

CIRCUMSTANCE:

At Roca the products brought to the US market were taken from the pipeline of product development that already existed. The company didn’t develop product specifically to meet US needs. This created a gap of communication and frustration between the sales team and the upper management.

ACTION:

I did some secondary research by holding customer meetings with key customers. The objective was to collect feedback on current developments to evaluate their interest for the US market as well as get insights on features/trends relevant for this market.

RESULT(S):

We created a more rigorous approach for decision making on new products for the US market. We started to get the technical people to listen our concerns and needs to attend the US market. It takes a lot for a company to change its corporate behavior and culture but I felt that we started to change things a little.