Ken Stuttaford

  • Huntington Beach US-CA
Ken Stuttaford

Work History

Work History
Nov 2012 - Present

Senior Vice President Industry Development

Dyno Nobel

Dyno Nobel is a leading supplier of industrial explosives and blasting services to the mining, quarrying, seismic and construction industries.  

Senior Vice President Industry Development

Responsible for driving high valued sales through targeted business development across Dyno Nobel's industry segments while supporting business managers and channel partners with technical sales support, contract management and regional marketing initiatives.

May 2008 - Oct 2012

Vice President Sales and Marketing

Tree Island Industries LTD

Tree Island Industries produces wire products for a diverse range of construction, agricultural, manufacturing and industrial applications. Its products include bright wire, stainless steel wire and galvanized wire; a broad array of fasteners, including packaged, collated and bulk nails; stucco reinforcing products, engineered structural mesh, fencing and other fabricated wire products.

Vice President Sales and Marketing

Direct 5 sales regions, a marketing and customer service group, all generating annual sales of $150+ million.Oversee human resource planning and strategic development for the three departments.

  • Direct sales planning and strategy development focusing on clear fundamentals such as customer and product profitability, price management, sales planning through pipeline development and green zone modeling.
    • Improved gross profit in 2010 over prior year $30 million
    • Improved sales in 2011 over prior year $18 million or 13%; while generating an improved gross profit of $4.2 million (67% improvement year on year)
    • Improved gross profit in 2012 over prior year $2.5 million (23.8% improvement year on year)
  • Direct the company’s marketing department responsible for the company’s channel and product strategies
    • Implemented new merchandising strategy for companies packaged nail program
    • Implemented new Master Distributor program and with a clear pricing program
  • Develop strategies for process optimization in our Customer Service group
Apr 2007 - May 2008

Vice President New Product Development

Lafarge SA

Lafarge is a multinational company and one of the world's largest suppliers of construction materials including concrete, aggregates, cement, concrete pipe and precast concrete products. Located in 76 countries with 80,000 employees.

Vice President New Product Development

Ensure Ready Mix product development becomes a strong and sustainable competitive advantage in Lafarge’s 4 North America business units and business units worldwide. Change manager responsible for the cultural shift required for Lafarge to become more innovation and product development orientated.

North American Responsibilities

  • Ensure all identified and required resources are in place to support the Value Added Program
  • Work with North America’s 4 business units to prepare actions plans to accelerate VAP program development including new product launches
  • Challenge business units on VAP program progress including assurance actions plans are effectively implemented
  • Identify impediments to the success of the VAP program and set action plans with senior managers to overcome respective issues
  • Lead business units by assisting in the establishment of a formal project management process
  • Influence business units when they prepare market studies to support the VAP program
  • Provide strong recommendations around VAP price management
  • Determine opportunities for new products through customer interaction
  • Apply Lafarge branding guidelines
  • Business Process Director for Lafarge’s operating committee for the ERP Q2C process in North America

Worldwide Responsibilities

  • Product management of specific products within Lafarge’s VAP program
  • Chair product research committees for specified products
  • Lead VAP branding strategy establishing standards and guidelines while ensuring consistency and effectiveness
Nov 2004 - Apr 2007

Vice President Sales and Marketing

MonierLifetile / Lafarge

Monierlifetile is the largest U.S.-based concrete roofing tile manufacturer with 13 active manufacturing plants and 15 national service offices. A joint venture between Lafarge SA and Boral Inc.

Vice President – Sales And Marketing

Direct 3 sales regions, a National Account sales group and the company’s components product line generating annual sales of $300 million.Oversee human resource planning.

  • Develop and implement companywide sales performance tools including sales pipeline tracking, value proposition tools (ours vs. our competitors); power advocate within our customer’s organization, segmentation tools to maximize price. Top line sales improved at a rate of 7.8% compounded annually
  • Recruited two senior directors who have led key change initiatives for MonierLifetile. The first increased components sales by 50%, the other led the reorganization of the customer operations group(5 locations to 2)
  • Direct the company’s marketing department responsible for the company’s channel and product strategies
  • Leveraged channel relationships to increase our band presence in our Component Line (100% growth in 2 years)
  • Developed a clearer pricing strategy in our distribution channel which will allow for greater sales; expected to improve sales through distribution 8% in 2007
  • Led the development of the company strategy to build a new tile plant in Florida (additional 200,000 square or 20% more volume)
Dec 1999 - Nov 2004

Vice President / General Manager

Lafarge SA

Vice President/General Manager, Greater Winnipeg Division

Directed up to 12 operations covering four product lines and generating annual sales of up to $64 million.Oversaw Operations Managers, Controller, HR and others who directed 150 operating personnel. As a Vice President in Western Canada, I was also responsible for the direction and profitability of the Concrete Products product line across the region

Divisional Responsibilities

  • Added 10% more ready-mix volume and 15% more pipe volume as a result of re-establishing relationship with customer (president) who had not done business with Lafarge in over 5 years.
  • Negotiated contract with large general contractor for $8MM or 17% of divisions’ business
  • Successfully bid a $10MM precast concrete bridge
  • Set up process for the bidding of portable plant concrete projects resulting in the award of over 40,000 m3 worth of projects over 5 years
  • Led the implementation of corporately driven performance management tools.
  • Purchased aggregate reserves, partnered with largest client and opened new aggregate business leveraging our channel position to realize achievement of 30% share in 2 years.
  • Rationalized precast locations within Greater Winnipeg, sourced key personnel to improve year over year results by $1.4MM; exceeded best annual result by $300,000
  • Implemented operating and selling strategies for our pipe business in Winnipeg to improve costs by 10%, volumes by 25% and profitability by 45%
  • Recruited several key general managers who continue to contribute to the profitability of Greater Winnipeg
  • Negotiated union contracts involving 100 union members across 3 product lines; won resolution with union (under a province wide certification); allowing for non-union operations
  • Reduced SG&A by 25% in Winnipeg, Improve material costs by hitting targeted supplementary cementitious replacement targets ($70,000 annually)
  • Improved safety moving lost time accidents from 11 to 1 and severity rates from 15 to 7
  • First chairman of Lafarge’s customer board for newly established financial central services strategy

Product line Responsibilities

  • Reorganized precast operation in Alberta reducing overhead and increasing focus resulting in improved profitability
  • Created an industrial strategy resulting in the approval of greater than $50MM in expansion projects for 3 pipe plants in Western Canada
  • Established performance programs for concrete products in western Canada with focus on cost optimization and production standardization