Work History

Work History
2006 - 2009

Global Marketing Manager

Eaton Corp., Airflex Business Unit

Hired to focus on strategy and organizational development.  Held responsibility for strategic and profit planning, business process improvement, marketing communications, pricing, application engineering, technical service, customer service, international sales and channel management.  5 direct reports, 11 indirect reports.

  • Detailed Market and Segment strategies. Channel and organizational capability planning. Actively engaged in growing revenue, attained growth up to 14% over target and up to 28% over prior year. 
  • Established pricing guidelines and processes. 100% delivery on pricing realization targets. Delivered improved product line margin and delinquent sales order dollars (DSO).
  • Evaluated and negotiated contracts with new global distribution partners. Rationalized channel accounts and underperforming product lines, coordinated the sale of product line assets. Resulted in improved throughput and net profit enhancement. Development of business plans for new product introductions and line extensions, global and regional.
  • Directed and mobilized internal resources to maximize sales opportunities. Projected and delivered on sales forecast. International growth at 125% to plan. Sales incentive plan (SIP) design and reporting.
  • Re-launch of website, tradeshow management, customer meetings, on-going collateral material, product launch and protection of intellectual property. Activities targeted to raise brand awareness and customer satisfaction level, and protect and grow market share.
  • Planning and execution of customer feedback process recognized as a corporate-wide best practice. Feedback defined business priorities.
2004 - 2005

Director, North America Service Center

Arrow Electronics, Power & Signal Group

Recruited for this newly created position to develope and direct a staff of 45 (5 direct reports) focused on account management, customer service, forecasting, buying, cost and sell pricing, and performance management. Customers include OEM and Tier I and II automotive and non-automotive suppliers.

  • Inside account team metrics - 133% improvement in call response time, 33% improvement in order entry confirmation. Materials team metrics - 80% improvement in inventory turns. Pricing team metrics - 100% contract accuracy, implementation of price change process using lean sigma methodologies.
  • Reduced premium freight expense from a high of $500 thousand to revenue of $40 thousand. Target $0 net premium freight expense.
  • Sponsored and implemented lean sigma projects resulting in 57% improvement in DSO dollars and improved data accuracy. Reduced obsolete inventory dollars by $2 million.
  • Improved supplier and customer relationships. Began implementation of Toyota model for supplier recovery and on-time shipment improvement (estimate 35% improvement).
2003 - 2004

Alliance Account Manager

Recruited to create and optimize business opportunities and enhance business relationships between distributors and global alliance partners. Standardized and documented policies to more effectively leverage relationships between existing and prospective alliance accounts and Swagelok distributors. Customers included automotive OEMs and others in petrochemical, water filtration, and paper manufacturing.

  • Negotiated new alliance agreements with focus on maintaining distributor profitability. Potential revenue $8 million.
  • Utilized implementation of EDI / EFT and analysis of ecommerce transaction and point of sale data. Renegotiated contract extensions to include commitment for additional profitable product purchases. 100% success rate.
  • Price change notification process - included end customer justification and impact analysis. Delivered $400 thousand in revenue during first implementation.
  • Implemented distributor survey. Resulted in revised and improved methodologies for communicating and tracking alliance account team benefit and success rate. 89% distributor response rate.
1998 - 2002

National Account Director

The Sherwin Williams Company

Appointed by Division President to turnaround a declining business. Held full P&L, sales and marketing responsibility for branded and private label products sold through one of the division's largest customers. Directed a staff of 44 (6 direct reports) responsible for product and marketing management, sales and account management, forecasting and operations management, and field sales service. Solicited bids and negotiated contracts.

  • Increased gross profit by 14%...Improved PBT by 20%. Reduced P&L cost of goods...Resulted in single year $1.6 million cost savings and on-going improved margin to customer.
  • Developed strategic plan for all businesses on P&L. Generated $9 million in new product sales.
  • Negotiated profitable contract extensions to existing 5-year contract in 1999 and 2001. Consolidated paint and stain vendor relationships to a single source.
  • Reorganized account and field teams. Resulted in a 19% sales increase in a declining channel segment and a 38% improvement in service level.
1995 - 1998

Customer Service Director

The Sherwin Williams Company

Appointed by division Vice President to ready department for planned acquisitions. Led 75 person inbound / outbound multi-site call center servicing major retailers and company brands. Managed, mentored, and developed staff and team. Provided thorough training and on-going support in basic call center skills including strong focus on customer service as key distinguishing characteristic.

  • Established the protocol used in selection of the primary ERP vendor. Developed and presented proposal for purchase of CRM package with capital expense exceeding $1 million - approved and implemented across multiple businesses.
  • Introduced new techniques and technologies; team based management, telecommute, agent led work teams, continuous learning programs, cross-functional training, 360° feedback for managers, and agent certification and incentive programs. Mentor to peers and direct reports.
  • Integrated two large company acquisitions, $300 million and $800 million, into customer service function. Implemented customer and agent surveys to measure and drive improved satisfaction level.
  • With no increase in headcount...1997 - 26% improvement in call response time, 8% increase in call volume; 1996 - 18% improvement in call response time, 30% increase in call volume.
  • Established Customer Service Representative as a key developmental position within the division, approximately 80% promoted.
1986 - 1987

Sales Representative

loadStar Systems
1984 - 1986

Sales Representative

Allied Signal, FRAM/ Autolite Division
1982 - 1984

Inside Sales Representative

AT&T Information Systems




University of Tennessee, Knoxville


Accomplished leader with proven experience in developing and executing business objectives and strategies.  An ability to increase sales, reduce cost, identify and implement process improvement. Recognized for meeting customer needs and forming exceptionally strong customer / supplier relationships resulting in profitable growth. Provide leadership and strengthen the team via mentoring, training, and team and individual development. Build teams focused on results and customer satisfaction.

Skilled in strategic planning...P&L management...sales and territory planning...product management...process improvement...key account management...pricing...contract and organizational management...brand management...customer relationship management...performance measurement.

Customer segment experience includes distributors, OEMs, end-users, dealers and big-box retailers.


Senior leadership position in sales and marketing that provides direct customer contact and will utilize my strengths in creating and managing business plans, and organizational capability, to achieve and exceed business objectives.

Professional Awards and Development

Certificate, Internal Audit ISO 9001:2003, February 2009.

Eaton University, Value Cycle Training Facilitator, 2008, 2009.

Eaton Talent Scout Network (ETSN), 2007, 2008, 2009.

Eaton University, Customer Relationship Review Steering Committee and Training Facilitator, 2006, 2007, 2008, 2009.

Resonant Leadership, CWRU, 2005.

Closing the Gender Gap (Communication Skills Training), CWRU, 2005.

Arrow Electronics, Lean-Sigma Black Belt Candidate, 2005.

Miller Heiman, Large Account Management, 2004.

Certificate, Developing Leadership Through Emotional Intelligence, Case Western Reserve University, Weatherhead School of Management, 2003.

Sales Negotiation, Bay Group, 2002.

YWCA Professional Women of Excellence, 2001.

Partners in Progress Award, Sears, 2000.

The Sherwin Williams Company Corporate Marketing Award, 2000.

Popular Mechanic's Design and Engineering Award, 2000.

The Sherwin Williams Company President's Circle of Excellence, 1989, 1990, 1993.