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Work experience

Nov 2009Present

Global Product Management

Cooper Industries

Global Product Line ManagementLa Grange,NC (2009 - 2010)

Developing and implementing new strategies and tactics to gain market share. The assignment includes managing 6 product line managers, the customer service and pricing/cost functions.

·Created a new commercial strategy for the business within the first 60 days.

·Identified key “levers” of opportunity and developed action plans and key performance indicators as metrics.

Oct 2007Nov 2008

Corporate Global Marketing Director

Belden INC

Developing marketing plans and processes for Divisional implementation specific to the industrial market.Position was recently created to coordinate activities and selling synergies with several acquisitions.The job reported to the Global VP Sales and Marketing (CEO minus two levels) as a corporate function of Belden Inc.

Created Go-To-Market channel design processes resulting in synergy sales of $12 million.

Developed vertical market prioritization process to improve the sales funnel effectiveness resulting in $15 million of additional revenue.

Directed and implemented company’s new branding strategy in September 2008.

Achieved organic cross selling (between brands) of $9 million by developing and implementing new sales readiness tools.

Jan 2006Sep 2007

Director of Marketing, Adjacent Technologies

Belden INC

Directed and developed alliances consistent with the strategic plans of the company, including identifying new technologies, equity investments in those technologies and potential acquisitions. Marketing communications, product development and branding were responsibilities of the position. The assignment included a business development component – working with the corporate staff and general counsel conducting mergers and acquisitions due diligence.

Selected by the Divisional President and the CEO to assist a team of 10 associates to develop the company’s new strategic direction which was accepted and implemented in May, 2006 – and stands as the current corporate strategy for Belden, INC.

Member of the mergers and acquisitions team responsible for two major acquisitions in 2007 totaling $400 million.

Directed the implementation of new adjacent products and programs creating a “Solutions” selling environment resulting in incremental sales of $6 million.

Exceeded 2006 operating profit by 25% by improving mix and bundling of products and instituting more effective controls/processes for managing pricing.

Jul 2004Dec 2005

Director of Marketing, Networking Division

Belden CDT

Developed and implemented strategic plans to reach Divisional operating goals, including directing new product development efforts, marketing communication, pricing, channel design and branding activities to penetrate new and existing markets. Increasing brand equity, market share and earnings were the three primary objectives. The position had 36 reports with revenue in excess of $180 million.

Selected to lead the combined marketing organizations of Belden and Nordx/CDT, formally a Division of Nortel. The companies merged in July of 2004.

Successfully launched new industry leading 10 Gigabit Ethernet Technology which today is the “flagship” technology sold by Belden’s sales associates.

Often met with channel partner senior executives to assist our sales teams selling new products and programs resulting in revenues greater than $10 million.

Aug 1998Jun 2004

Director of Marketing, Electronics Division

Belden INC

Developed and implemented strategic plans to reach Divisional operating goals. This included directing new product development efforts, marketing communication, channel design programs, pricing and branding activities to penetrate new and existing markets. Conducted due diligence for acquisitions and managed strategic alliances as key components to strengthening product portfolios. The position had seven direct reports managing up to 45 people with revenue in excess of $400 million.

Led Belden’s new product initiatives adding $171.6 million in revenue, and $63.2 million in margin contribution over five years.

Directed the implementation of processes for the development of new products that reduced the “Time to Market,” contributing additional revenue of $28.5 million over five years.

Improved margins by managing discounts on sales through disciplined pricing practices/policies, yielding an additional $13.1 million in earnings over five years.

Architect of successful business alliance with a connectivity manufacturer to allow solution selling which accounted for 40% of the networking business.

Banana Peel Cable Patent – Products first introduced in 2002 resulting in a revenue stream exceeding millions.

Jan 1995Jul 1998

Southeast Regional Manager

Belden INC

Managed a staff of nine field sales managers with revenue of $55 million. Trained and mentored sales staff with personal engagement on major project opportunities. Also, maintained key relationships with top channel partners – distributors and integrators.

Negotiated at the time the largest Olympic contract for the company valued at $2 million.

Assisted in the development and pilot of Belden’s first sales CRM automation tools.

Exceeded sales targets three of three years.

Aug 1991Dec 1994

Northern California/Pacific Northwest Regional Manager

Belden INC

Directed and managed the field sales activities for the west coast – six direct reports with a revenue responsibility of $31 million.

Directed, installed and maintained a project tracking system resulting in the reward of several major projects including the Denver Airport, Colorado Rockies Stadium and Trail Blazers Stadium. First manager in the company to utilize project tracking tools.

Exceeded sales targets three of three years.

Oct 1988Jul 1991

National Account Manager

Belden INC

Successfully managed and directed the corporate relationship with Belden’s largest customer – Anixter International. The assignment included meeting regularly with their senior level functional executives to plan and implement sales readiness tools. Developed and implemented major programs and promotions including managing cooperative advertising expenses exceeding $900,000.

Sales increased 52% in three years, $36 million to $55 million.

Exceeded sales targets two of three years.

Feb 1986Sep 1988

Materials Control Manager

Belden INC

Managed 25 employees responsible for production control, scheduling, shipping and receiving departments in Belden’s Vermont manufacturing plant.

·Successfully launched a MRP system resulting in a 30% improvement for customer deliveries

·Cycle count programs were initiated reducing inventory shrinkage by $200,000 and improved WIP turns from 6 to 14.



Ball State University


Larrie Rose

I worked for Larrie Rose when he was the Vice President for Sales and Marketing with Belden Americas. Larrie was later promoted to President for Belden’s EMEA operation where we collaborated on several strategic initiatives.

Steve Bork

Steve is the principal contact for Belden’s marketing and advertising agency. I have worked and known Steve for over 20 years. He has a great view of my relationship with a supplier. Steve is the president of Adventive Marketing Inc. located outside of Chicago.

Brad Meeks

Brad was a subordinate for me in several different assignments. In the mid 1990s, Brad was our district sales manager for the Carolinas and later a product line manager. Brad can describe my management style, coaching and support capabilities. Brad lives in the Charlotte area.

Tim Liu

Tim has been a colleague and close friend for many years. Tim and I worked on the strategic plan in 2006 as well as several opportunities in Asia. Tim recently moved from Shanghi to Singapore.

Peter Sheehan

Peter was the President for Belden’s Americas Division from 2004 to 2007. Later Peter was Vice President Global Sales and Marketing where he promoted me into my last assignment. Peter is located in the Boston area.

Peter Wickman

Peter was the President of Belden’s Electronics Division from 1993 to 2004. During that time I worked with Peter on an ongoing basis from a sales operations planning and marketing perspective including special assignments – due diligence for potential acquisitions. Peter continues to live outside of Chicago.




CEA Award

Work Example

Process Example



Dynamic Sales and Marketing Executive with a legacy of success and achievement in a Fortune 1000 company. Successfully directed the launch of new products and programs with revenue value exceeding $400 million in both tactical and strategic roles. Extensive experience in cross-functional roles including vertical marketing, product road mapping, marketing communications, branding and sales and manufacturing line management. Specific areas of achievement include increasing market share with productivity gains using analysis, fit/attractiveness models and the development and execution of tactical plans that are aligned with strategic initiatives. Proven sales professional as a district sales manager, national accounts manager and regional sales manager.


Problem SolverIdentifying Organic Growth Opportunities

Sales & Relationship Management Product Management and Road mapping

International Marketing ExperienceStrategic Planning

Branding StrategiesChannel Management and Design

Marketing CommunicationsLeadership


To replicate a second successful career with a good company.