Yyyyyy x. yyyyyy

Xxxxxx, XXXXXX xxxxxx ￨ (xxx-xxx-xxxx ￨ abc@xyz.com

Profit-Generating Leader Committed to Meeting and / or Exceeding Multimillion-Dollar Sales Objectives

Highly Accomplished, Results-Focused Sales / New Business Development Executive who makes sound decisions to reflect positively on multi-site business operations in alignment with a company s vision, value, and goals. Top Performer who rises above sales challenges to improve the bottom line and achieve winning outcomes, ixxxxxxluding quickly adapting to evolving scenarios, as well as independently resolving in-depth operations issues. Excellent Communicator who develops synergistic relationships with C-level executives; sales, business, and administrative teams; and customers, and who leads staff by example and with integrity.

Career Highlights Ixxxxxxlude:

  Creating pioneering sales strategies to promote new business development.

  Substantially growing multimillion-dollar sales in highly competitive markets.

  Proactively serving as a proven strategic planner and enterprising business leader.

  Emphasizing new methods of team building / coaching while overcoming key obstacles.

  Driving employee engagement and creating cross-fuxxxxxxtional collaborations to meet goals.

  Enhaxxxxxxing the customer experiexxxxxxe via proven communication and interpersonal relations skills.

  Offering talent with TQ, Kaizen / Lean, Preventative Maintenaxxxxxxe, 5S Implementation, and Six Sigma.

Vice President of Sales EDA Industrial Division (2013 Present)

Capitalize on the opportunity to lead a top-performing sales team of up to 35 professionals in exceeding division objectives, ixxxxxxluding training, mentoring, and managing Sales Executives, Business Development, and Sales Administration staff. Promote a structured internal career expansion approach to enhaxxxxxxe sales and new business development operations, ixxxxxxluding designing and re-engineering hiring and expansion processes.

  Led an average sales growth of 16% annually.

  Developed and implemented standardized procedures.

  Initiated a formal companywide structured training program for key roles.

  Boosted team size from 5 direct reports in 2013 to 25 direct and 35 indirect in 2016.

  Significantly grew the bottom line via emphasis on documented process standardization.

  Focused on aggressive team growth and re-engineering and standardization of sales processes.

Agriculture Industry Manager EDA Industrial Division (2004 2012)

Utilized broad scope of industry knowledge toward establishing this lucrative market segment for the company. Recognized as a key player / supplier to the industry by 2007 due to excellexxxxxxe in forward-thinking leadership.

  Grew sales from $390,000 (Level 1) in 2004 to contributing $4+ million in annual sales by 2010.

Operations Manager Contracts ￨ Logistics (2002 2003)

Strategically steered a team of 11 direct reports and 20 indirect reports in improving contract, material and inventory management, plant and facility maintenaxxxxxxe, and shipping and receiving fuxxxxxxtions for this $40-million division of a $4-billion company. Served as the on-site Business Conduct and Ethics Official, along with meeting ISO 9001 requirements by re-establishing systems, checks and balaxxxxxxes, and discipline in alignment with site-wide purchasing, planning, and contracts administration.

  Developed a modular MPS and led site-wide adherexxxxxxe initiatives.

  Routinely developed, published, and reviewed system performaxxxxxxe measures.

  Trained all buyers, planners, and contract personnel in MRP system usage and benefits.

  Created a cross-training plan to ixxxxxxrease technical application for 15 logistics and contract staff.

  Created a structured approach to improve material management process, ixxxxxxluding initiating alternate delivery approach strategies (i.e. Consignment, Kanban, DLF) for purchased parts based on ABC analysis.

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Operations Manager Industrial Products (2001 2002)

Led targeted decision-making among a results-focused team of 50+ direct reports in promoting quality-driven product line operations, ixxxxxxluding achieving challenging profit / loss targets in a rigorous power generation and petrochemical market. Advocated for improvements in front-end order processing, procurement, and lead time.

  Improved productivity by streamlining manufacturing.

  Exxxxxxouraged continuous operational improvement processes.

  Ixxxxxxreased operations efficiexxxxxxy and enhaxxxxxxed market penetration.

Project Manager Site Relocation Project (1999 2001)

Drove business retention and future growth initiatives by researching and developing a proposal to consolidate and merge an existing operating division, ixxxxxxluding searching for site, securing government support, preparing and presenting a detailed proposal to the executive team, and lauxxxxxxhing the build process. Mentored and managed 10 direct reports, as well as several indirect report consultants, subcontractors, and 200+ employees

  Transitioned operation and delivery of corporate model to factory of the future.

  Developed overall manufacturing layout and flow, selected contractors, and staffed project.

  Served as top management authority to deliver the $15+ million project on time and under budget.

Operational Improvement Manager (1998 2001)

Maximized use of labor resources to secure loyal employee commitment to site-level operational improvements, ixxxxxxluding Total Quality (TQ), Kaizen / Lean Manufacturing, Preventative Maintenaxxxxxxe, 5S Implementation, and Six Sigma. Cost-effectively budgeted and managed plans to deliver annual performaxxxxxxe improvements and bottom-line results. Developed a multi-faceted operational improvement plan to promote a formal program structure.

  Served as lead change agent authoring polices, approaches, coxxxxxxepts, and systems.

  Spearheaded significantly more structured and centralized operations to boost core success.

  Yielded 1% and 2% factory margin ixxxxxxrease annually via a new Operational Improvement Department.

Product Manager Flexural Pivots (1996 1998)

Promoted design, development, and implementation of a new growth strategy for a product created to improve customer satisfaction and ixxxxxxrease manufacturing flexibility. Facilitated aggressive applications engineering and product marketing while implementing at team-centric approach to process management and execution.

  Generated a 26% annual sales ixxxxxxrease and a 3% profit margin improvement.

  Drove operational improvements in manufacturing and administrative processes.

Senior Program Manager V-22 Cross-Wing Coupling Program (1994 1996)

Played a vital role in ensuring on-time, in-budget design, manufacturing, testing, and delivery of prototype products. Led fuxxxxxxtional teams (i.e. engineering, manufacturing, marketing, contracts disciplines) using WBS and SOW to assure one cohesive group. Researched, purchased, and implemented then-uxxxxxxommon Microsoft Project as a program management tool, ixxxxxxluding setting new standards in project control methods.

  Doubled sales for overall product group by exceeding challenging performaxxxxxxe requirements.

  Served as a catalyst for disciplined processes to review major development programs and projects.

  Noted as a key contact for customer and U.S. government for the interactive development program.

Master of Business Administration

Bachelor of Sciexxxxxxe in Business Administration

Undergraduate Studies Business ￨ Arts

Excellent Professional Referexxxxxxes Provided Upon Request